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Chapter 14. Building and Sustaining Total Quality Organizations. Why Adopt the Total Quality (TQ) Philosophy?. Reaction to competitive threat to profitable survival An opportunity to improve. Selling the TQ Concept (1 of 2). Learn to think like top executives

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chapter 14

Chapter 14

Building and Sustaining Total Quality Organizations

why adopt the total quality tq philosophy
Why Adopt the Total Quality (TQ) Philosophy?
  • Reaction to competitive threat to profitable survival
  • An opportunity to improve
selling the tq concept 1 of 2
Selling the TQ Concept (1 of 2)
  • Learn to think like top executives
  • Position quality as a way to address priorities of stakeholders
  • Align objectives with those of senior management
  • Make arguments quantitative
  • Make the first pitch to someone likely to be sympathetic
selling the tq concept 2 of 2
Selling the TQ Concept (2 of 2)
  • Focus on getting an early win, even if it is small
  • Ensure that efforts won’t be undercut by corporate accounting principles
  • Develop allies, both internal and external
  • Develop metrics for return on quality
  • Never stop selling quality
corporate culture and change
Corporate Culture and Change
  • Corporate culture is a company’s value system and its collection of guiding principles
  • Cultural values often seen in mission and vision statements
  • Culture reflected by management policies and actions
baldrige core values and concepts
Visionary leadership

Customer-driven excellence

Organizational and personal learning

Valuing employees and partners

Agility

Managing for innovation

Focus on the future

Management by fact

Public responsibility and citizenship

Focus on results and creating value

Systems perspective

Baldrige Core Values and Concepts
tq vs traditional management
Organizational structures

Role of people

Definition of quality

Goals and objectives

Knowledge

Management systems

Reward systems

Management’s role

Union-management relations

Teamwork

Supplier relationships

Control

Customers

Responsibility

Motivation

Competition

TQ vs. Traditional Management
cultural change
Cultural Change
  • Change can be accomplished, but it is difficult
  • Imposed change will be resisted
  • Full cooperation, commitment, and participation by all levels of management is essential
  • Change takes time
  • You might not get positive results at first
  • Change might go in unintended directions
common mistakes in tq implementation 1 of 3
Common Mistakes in TQ Implementation (1 of 3)
  • TQ regarded as a “program”
  • Short-term results are not obtained
  • Process not driven by focus on customer, connection to strategic business issues, and support from senior management
  • Structural elements block change
  • Goals set too low
  • “Command and control” organizational culture
common mistakes in tq implementation 2 of 3
Common Mistakes in TQ Implementation (2 of 3)
  • Training not properly addressed
  • Focus on products, not processes
  • Little real empowerment is given
  • Organization too successful and complacent
  • Organization fails to address fundamental questions
  • Senior management not personally and visibly committed
common mistakes in tq implementation 3 of 3
Common Mistakes in TQ Implementation (3 of 3)
  • Overemphasis on teams for cross-functional problems
  • Employees operate under belief that more data are always desirable
  • Management fails to recognize that quality improvement is personal responsibility
  • Organization does not see itself as collection of interrelated processes
building on best practices
Building on Best Practices
  • Universal best practices
    • Cycle time analysis
    • Process value analysis
    • Process simplification
    • Strategic planning
    • Formal supplier certification programs
best practices infrastructure design 1 of 3
Best Practices: Infrastructure Design (1 of 3)
  • Low performers
    • process management fundamentals
    • customer response
    • training and teamwork
    • benchmarking competitors
    • cost reduction
    • rewards for teamwork and quality
best practices infrastructure design 2 of 3
Best Practices: Infrastructure Design (2 of 3)
  • Medium performers
    • use customer input and market research
    • select suppliers by quality
    • flexibility and cycle time reduction
    • compensation tied to quality and teamwork
best practices infrastructure design 3 of 3
Best Practices: Infrastructure Design (3 of 3)
  • High performers
    • self-managed and cross-functional teams
    • strategic partnerships
    • benchmarking world-class companies
    • senior management compensation tied to quality
    • rapid response
self assessment basic elements
Self Assessment: Basic Elements
  • Management involvement and leadership
  • Product and process design
  • Product control
  • Customer and supplier communications
  • Quality improvement
  • Employee participation
  • Education and training
  • Quality information
implementing total quality key players
Implementing Total Quality:Key Players
  • Senior management
  • Middle management
  • Workforce
sustaining the quality organization
Sustaining the Quality Organization
  • View quality as a journey (“Race without a finish line”)
  • Recognize that success takes time
  • Create a “learning organization”
    • Planning
    • Execution of plans
    • Assessment of progress
    • Revision of plans based on assessment findings
  • Use Baldrige assessment and feedback
  • Share internal best practices (internal benchmarking)