TOTAL QUALITY MANAGEMENT SYLLABUS COURSE DESCRIPTION: The course aims to enable participants to recognize and assess quality

management process in an organization and to evaluate departmental process and planning strategies. COURSE OBJECTIVES: 1. Determine the total quality approach to quality management 2. Explain the concepts of leadership and leadership during times of change and how they are applied in a total quality setting. 3. Know strategic planning and the execution of strategic plans 4. Identify the relationship between quality and global competitiveness 5. Determine the importance of quality culture in an organization 6. Analyse the role of customer satisfaction and retention in relation to total quality setting 7. Know the significance and ways of employee involvement and empowerment 8. Recognize the importance of team building and teamwork in the organizations success 9. Learn about the most widely used total quality tools and their applications 10. Discuss the role of the different levels of management in TQM. TOPICS: PRELIMS I. The Total Quality Approach to Quality Management What is Quality? The Total Quality Approach Defined Two Views of Quality Key Elements of Total Quality Total Quality Pioneers Six Sigma Concept How is Six Sigma Achieved? The Future of Quality Management Quality and Global Competitiveness The Relationship Between Quality and Competitiveness Cost of Poor Quality Factors Inhibiting Competitiveness Comparisons of International Competitors Technology and Competitiveness Human Resources and Competitiveness Current Global Trends Strategic Management: Planning and Execution What is strategic management? Components of strategic management Seven steps to strategic planning Strategic Planning Process Creative thinking in strategic planning Conducting the SWOT Analysis Developing the Vision, Mission and Guiding Principles

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III.

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Developing the Strategic Goals and Objectives Developing Action Plan Execution and Progression of an Action Plan

Quality Management and Ethics Ethics Defined Trust, Values, Integrity, Responsibility and Total Quality Managers Role in Ethics Organizations Role in Ethics Handling Ethical Dilemmas Models for Making Ethical Decisions

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Partnering and Strategic Alliances Innovative Alliances and Partnerships Internal Partnering Partnering with Suppliers Partnering with Customers Partnering with Potential Competitors (Global Partnering)

What is Quality?
1. It is defined as a dynamic state associated with products, services, people, processes and environments that meets or exceeds expectations. 2. It can also be defined as the totality of features and other characteristics of a product or service that bear on its ability to satisfy stated or implied needs. For example, a restaurant deemed with quality simply means that their food, ambiance and service satisfy the customers direct and implied needs. Another example, a school deemed as quality school gives only the best and deserving to its clientele, specifically the students, to reach their goal; which is to finish their studies and acquire the necessary skills to land a job as soon as possible. 3. What is TOTAL quality then? Total quality means a much broader concept that encompasses not just the results aspect but also the quality of people and the quality of processes. It also means the culture of an organization where continuous improvement is integrated into all activities with the objective of improving the quality of all business processes. Total Quality Approach Defined o For measures, the business can do Statistical Process Control (SPC), or do benchmarking, and/or use quality tools to gauge the level of satisfaction their business achieve. o For people, the employees and also the customer must be habituated that the business is for quality, that should be expected, not inspected. And also the employees should be empowered so that they can deliver their optimum results. o For process, continual improvement is a must. People must not be satisfied with good enough and push themselves to excel. Customer Focus Process People -Quality is built in -Quality is expected, not inspected -Employees are empowered o o Continual improvement Good enough is never enough

Measures o o o SPC Benchmarking Quality Tools

Two Views of Quality Traditional View Always in conflict Meeting customer satisfactions Establish an acceptable level on nonconformance and measuring against the benchmark Total Quality View Productivity gains are made only as a result of quality improvements Satisfying customer needs and exceeding customer expectations Establish high performance benchmarks for customer satisfaction and continually improving performance

1. Productivity vs. Quality 2. How quality is defined 3. How quality is measured

4. How quality is achieved

Traditional View Quality is inspected into the product

5. Attitude towards defects 6. Quality as a function 7. Responsibility for quality 8. Supplier relationships

Defects are an expected part of producing a product Quality is a separate function Employees are blamed for quality Short term and cost driven

Total Quality View Quality is determined by product design and achieved by effective control techniques Defects are to be prevented using effective control systems Quality should be fully integrated throughout the organization 80% of quality problems are managements fault Long term and quality oriented

Key Elements of Total Quality

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Strategically Based Customer Focus Obsession with Quality Scientific Approach Long-term Commitment Teamwork Continual Process Improvement Education and Training Freedom through Control Unity of Purpose Employee Involvement and Empowerment