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Total Quality practices & HRM

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From an interview.
We are always two years before
destruction

Bill Gates

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Intensive Competitive
Environment
Survival
Maintain / Increase market share

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Competitive Advantage
A companys ability to achieve market
superiority
Cost(Price)
Time
Flexibility
Technology
Quality

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What is Quality?
The degree to which the distinguishing
features of a product or service fulfill the
needs or expectations of the interested
parties
(ISO 9000:2000)

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Quality Management Development


T.Q.
Q.A.
Q.C.

Q.C.
Quality Control
Q.A.

Inspection

Quality
Assurance
T.Q.
Total Quality

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Total Quality
Is a people- focused management system
that aims at continual increase in
customer satisfaction at continually lower
real cost. TQ works horizontally across
functions and departments, involves all
employees, top to bottom, and extends
backward and forward to include the
supply chain and the customer chain. TQ
stresses learning and adaptation to
continual change as keys to organisational
success
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Total Quality
Is the unyielding and
continually improving effort by
everyone in an organisation to
understand, meet and exceed
the expectations of customers.
Procter & Gamble

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TQM-mim Model
7.Continuou
s
Improveme
nt

3.Customer

4.Quality
Planning

Satisfaction
(Internal/
External)

6.Measurement
/
Benchmarking

5.Employe
e
Involveme
nt

1.Strategic Planning & Leadership


2.Senior & Middle Management

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TQM & HRM Linkage


TQM and HRM are in pursuit of the same
goals-profitability, productivity, a customeroriented
company and a motivated
workforce
P.Herbig

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TQM & HRM Linkage


To be fully successful and self- sustaining
TQM requires an extensive refashioning of
HRM practices
R.J.Schonberger

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TQM & HRM Linkage


Successful implementation of various TQM
practices are positively related to HRM
functions
T.H.Wagner

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HRM/TQM activities/practices

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Recruitment & TQM


The sloganeering of the quality gurus has
been applied to recruitment and selection
with talk of total quality recruitment,
zero defect recruitment and right-firsttime selection

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Appraisal & TQM


One impact of TQM is that organisations are
now
increasingly
setting
employee
performance standards based on customer
care indicators

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TQM-mim Model
7.Continuous
Improvement

3.Customer

4.Quality
Planning

Satisfaction
(Internal/
External)

6.Measuremen
t/Benchmarkin
g

5.Employee
Involvement

1.Strategic Planning & Leadership


2.Senior & Middle Management

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1a.Strategic Planning
Many management teams have had
difficulties transforming HRM into a
strategic
function,
leaving
the
HR
department in most companies focused on
administrative and clerical tasks
Down, Mardis,Connoly & Johnson

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1a.Strategic Planning
Human Resource Managers need to
create the ability to visualize the
future, to think systematically and to
understand the complex forces that
shape organisations
L.Gratton

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1b.Leadership Practices in companies


committed to Total Quality
1.

2.
3.
4.
5.

Leaders create a strategic vision and clear


quality values that serve as a basis for business
decisions at all levels of the organisation
Leaders set high expectations
Leaders demonstrate substantial personal
commitment and involvement in quality
Leaders integrate quality values into daily
leadership and management
Leaders sustain an environment for quality
excellence

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TQM-Elements Model
7.Continuous
Improvement

3.Customer

4.Quality
Planning

Satisfaction
(Internal/
External)

6.Measuremen
t/Benchmarkin
g

5.Employee
Involvement

1.Strategic Planning & Leadership


2.Senior & Middle Management

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2a.Core Roles in Implementing a Quality Strategy


( Senior Management)

Ensure that the organization focuses on the


needs of the customer.
Act as Leaders through promoting the
vision, mission and values of the company
throughout the organization.
Identify the critical processes that need
attention and improvement and the
resources and trade-offs that must be
made.

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2b.Core Roles in implementing a Quality strategy


( Middle Management)

Middle Managers become facilitators


encouraging participation, teamwork and
the delegation of responsibility and
accountability and this helps foster pride,
job satisfaction and better work
Need to transform Middle Managers into
Change Agents
Mark Samuel, Catalysts for change

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TQM-mim Model
7.Continuous
Improvement

3.Customer
Satisfaction

4.Quality
Planning

(Internal/
External)

6.Measurement/
Benchmarking

5.Employee
Involvement

1.Strategic Planning & Leadership


2.Senior& Middle Management

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3.Customer Satisfaction
Customer starts with self, then with the
people at work and finally, with the enduser of products or services

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about customers
By offering quality services to our internal
customers we help them deliver quality
products &/or services to our external
customers.
A.Pallada

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Breakthrough Perspective of Customer

Satisfaction

Every day that goes by in which you have


customers who are dissatisfied- or less
than totally satisfied.
You are working hard to put yourself out of
business.
You are feeding your competition!
C.Hart
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TQM-mim Model
7.Continuous
Improvement

3.Customer
Satisfaction

4.Quality
Planning

Internal/
External

6.Measurement
/
Benchmarking

5.Employee
Involvement

1.Strategic Planning & Leadership


2.Senior & Middle Management

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4. Quality Planning
Customers needs and expectations drive
the planning process for products or
services and the systems by which they
are produced
Saturate your company with the voice of
the customer
R.Whiteley, The customer driven company

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TQM-mim Model
7.Continuous
Improvement

3.Customer
Satisfaction

4.Quality
Planning

(Internal/
External)

6.Measuremen
t/Benchmarkin
g

5.Employee
Employee
Involvement
Involvement

1.Strategic Planning & Leadership


2.Senior & Middle Management

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5.Employee Involvement

Ownership

Empowerment

Teamwork

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5a.Ownership
Make people develop the feeling of ownership
"Taking personal responsibility for our jobs . . . for
assuring that we meet or exceed our customers
standards and our own.
We believe that
ownership is a state of mind and heart that is
characterized by a personal and emotional
commitment to approach every decision and task
with the confidence and leadership of an owner".

Westinghouse

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5b.Empowerment
Giving people the authority to make
decisions and have control over their work
Involve everyone in everything;leading by
empowering people
T. Peters

Just Do it
Dana Commercial Credit Corporation

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Empowerment
Empowerment is a result of effective and
sustained training which enhances the
individuals
self-esteem
and
his/her
capability to solve problems and to make
low-risk decisions

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Empowerment & Information


For employees to be empowered,
information is a central component.There
should be a move away from you will do
this to this is why you will do this

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5c.Teamwork
Teamwork is a result of successful
empowerment of people within the organisation
Human resources are the major assets of the
organisation and their skills and brain power
must be effectively honed and harnessed
through training and participation in the
development of companys
mission/vision/plans(MVP)
D.P.Grahn

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TQM-mim Model
7.Continuous
Improvement

3.Customer
Satisfaction
(Internal/
External)

6.Measurement/
Measureme
nt
Benchmarking

4.Quality
Planning

5.Employee
Involvement

1.Strategic Planning & Leadership


2.Senior & Middle Management

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6a.Measurement
If you dont know how to measure
you cant improve
What gets measured gets done

The Cost of Quality is the key


driving force of TQM
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Cost of Quality

C
O
S
T

Failure

Total Cost of Quality

Appraisal
Prevention
Quality awareness & improvement
[BS6143:Part2] Sli
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Performance Management
PM is the way employees are managed to
achieve organisational goals, leading to
sustainable competitive advantage
A synthesis of HRM and TQM
Ton van der Wiele

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6b. Benchmarking
A continuous process to find and
implement best practices that will
lead to superior performance

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TQM Model
7.Continuous
Improvement

3.Customer
Satisfaction

4.Qualit
y

(Internal/
External)

6.Measureme
nt/Benchmar
king

Planning

5.Employee
Involvement

1.Strategic Planning & Leadership


2.Senior & Middle Management

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7.Continuous improvement
The quest for sustained quality
improvement
requires
committed
leadership and this responsibility cannot
be delegated

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Jurans steps for Continuous Improvement

MoreOpportunities
REPLICATE &
NOMINATE

Designquality
controls,foolproof
theremedy,
auditthecontrols

HOLD the
GAINS

REMEDY the
CAUSE

DesignRemedy,
proveeffectiveness
implement

IDENTIFY
PROJECT

ESTABLISH
PROJECT

NominateProjects,
Evaluateprojects,
Selectaproject

PrepareaMission
selectateam,
verifythemission

DIAGNOSE the
CAUSE

Analyzesymptoms,
Identifyrootcause(s)
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Demings cycle for Improvement


Implementation of
the final plan and
standardization/
practicing of the
improvements

Identify the problem

Gather data &


determine Causes
Planning for
Improvement

Determine if the
plan is working
correctly & if any further
problems or opportunities are
found

Implementing the plan


on a trial basis
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Continuous Improvement ramp

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Implementation of TQM
TQM isnt a one size that fits all programs.
It needs to take conditions of each company
into account
E.E.Lawler

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TQM & Organization Culture


A successful total quality strategy
needs to fit within the existing
organization culture

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A General Managers advice on


implementing TQM
It is not a quick fix; if they are expecting
results overnight, they are not going to get
them. It takes a long time and essentially
requires the input of new ideas on a regular
basis

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Total or Partial TQM?


Companies seem to pick up bits and pieces
of TQM and then report that they are
operating TQM, when in reality most
schemes appear an ill-matched mixture of
quality circles, employee involvement,
quality tools and quality management
systems.

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Job security & TQM


Redundancies produce feelings of mistrust
and fear among the workforce and are a
poor foundation for an effective TQM
program

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Probable reasons for Failure of TQM


Problem of sustainability of leadership and
purpose
Absence of strategic communications and
teamwork for quality improvement
Poor understanding of the TQM principles
and lack of commitment by upper
management
Not adequate Empowerment at all levels of
the organisation

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A General Managers comments on


the impact of TQM
The application of TQM not only acts as a
catalyst but also has significantly
strengthened communication strategies,
employee involvement, teamwork and
empowerment techniques

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The success of TQM


Relies not only on the understanding of the
organisations survival pursuits, but it
depends also on the HRM department for its
expertise in key processes, namely,
recruitment and selection, appraisal,
training and reward systems

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TQM COMMITTMENT
Commitment to Quality through the
Involvement of People

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The Ladder to Commitment

Commitment

Awakening

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The Ladder to Commitment


Commitment
Involvement
Active Participation
Presence - Participation
Awareness
Awakening
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Friday, 4 April 2003

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The EFQM Excellence Model


INNOVATION AND LEARNING

PEOPLE

PEOPLE(9%)
PEOPLE

LEADERSHIP
LEADERSHI
P
(10%)

POLICY &
POLICY & STRATEGY
STRATEGY
(8%)

PEOPLE RESULTS
RESULTS
(9%)

PROCESSES
PROCESSES
(14%)

CUSTOMER
CUSTOMER
RESULTS
RESULTS
(20%)

KEY
KEY
PERFORMANCE
PERFORMANCE
RESULTS
RESULTS
(15%)

PARTNERSHIPS &
PARTNERSHIPS
RESOURCES AND
RESOURCES (9%)

ENABLERS

(www.efqm.org)

SOCIETY RESULTS
SOCIETY RESULTS
(6%)

RESULTS

We need to offer people


the opportunity to climb
all the steps

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They are not all at the same


step at the same time

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The Width of the Staircase

Narrow for Focus

Wide for Coverage


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Epilogue
A Quality system resembles a new car
without petrol: perfect in every respect, but
it will not go. The quality fuel is staff
attitude and motivation.
P.Jackson & D. Ashton

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Remember
Nobody can force you to do this;
survival is not compulsory
Dr.W.EdwardsDemming

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