Quality Council

Quality Council

In order to build quality culture in any organization, a Quality Council is established to provide over all direction. Its the driver for the TQM engine. In large organizations, the quality councils are also established at the lower levels.

Sub Departments

Composition of Quality Council

CEO Senior Managers from functional areas (Design, Production, Engineering, Marketing, Finance etc. Union representative (to know the needs of lower staff) Sometimes, Front-line representative Coordinator or consultant

Responsibility of a Coordinator

Build two-way trust Propose team needs to council Share council expectation with teams Brief the council on team progress Ensure that the teams are empowered To assist the team leaders and arrange regular leaders meetings.

Duties of quality council

Develop the Core Values (how Org want to conduct the business HOW), Vision (vision statement is your inspiration, the framework for all your strategic planning What.), Mission (A mission statement answers the question, "Why do we exist?"), quality policy statement.

Develop the long term plans and annual quality improvement program (Norway, Malaysia) Create the education and training plan Determine and monitor the cost of poor quality

Duties of quality council (Contd.)

Determine the performance measures for the organization. Continually determine the projects that improve the processes Establish multifunctional or departmental teams and monitor their progress. (KU) Establish or revise the reward and recognition system

Typical meeting agenda

Once the TQM program is well established. Meeting agenda will be: Report progress on teams Customer satisfaction report Progress on meeting goals Recognition dinner

Effect of Quality Improvement

Improve Quality (Product/Service)

Increase Productivity (less rejects, faster job)

Lower Costs and Higher Profit

Business Growth

Conclusion

Eventually, within 3-5 years, the quality council activities will become so embedded in the culture that they will become the part of the executive meetings. Having achieved this state, we dont need a separate quality council.

Mission Statement

A mission statement broadly charts the future direction of an organization.

Customers: Who are the organization's customers? Products/services: What are the organization's major products or services? Location/markets: Where does the organization compete? Technology: Is technology a primary concern of the organization? Concern for survival, growth and profitability: Is the organization committed to economic objectives? Philosophy: What are the basic beliefs, values , and philosophical priorities of the firm? Self-concept: What is the organization's distinctive competence or major competitive advantage?

Vision Vs Mission

Vision Statement: It focuses on tomorrow; it is inspirational; it provides clear decision-making criteria; and it is timeless. Mission statement: A mission statement outlines what the company is now. It focuses on today; it identifies the customers; and it states the level of performance.

Quality policies

Prepared to provide guidelines for planning the overall quality program; and defining the action to be taken in situation for which personnel had requested guidelines. Policies state: a) a principle to be followed; b) what is to be done. Examples of quality policy For a computer manufacturer: In selecting suppliers, decision makers are responsible for choosing the best source even if this means internal sources are not selected.

Strategic planning
Chapter 2nd

Strategic planning

Strategic planning is the process of determining a firms long term goals and then identifying the best approach for achieving those goals. Difference between goals and objectives Characteristics of goals

Seven steps to Strategic Quality Planning

Customer needs Customer positioning Predict the future Gap analysis Closing the gap Alignment implementation

Strategic Planning

Strategic planning is the process of determining a firms long term goals and then identifying the best approach for achieving those goals. Difference between goals and objectives Characteristics of goals

SMART

Specific etc

Seven steps to Strategic Quality Planning

Customer needs Customer Positioning Predict the future Gap analysis Closing the gap Alignment (deviation from Vision and mission and quality) Implementation

TQM
Implementation phase

TQM Implementation

TQM implementation process begins with senior management and most importantly, CEOs commitment Senior management needs to get educated in TQM concepts Timing of the implementation can be very important. Formation of quality council The active involvement of middle level managers and first-line representative.

TQM Implementation

If there is a union, involve its representative. Communicate TQM to the entire organization. Everyone needs to be trained in quality awareness and problem solving. Customer, employee and supplier surveys must be conductedquality improvement projectsquality council.