Total Quality Management - TQM
The quality journey continues…….. Author: Dr Rhys Rowland-Jones
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Total Quality Management - TQM
Session Plan
• • • • Introduction to concepts of TQM Standards and TQM TQM Reasons for failure Measurement of Quality
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Total Quality Management - TQM
Total Quality Management
• • • • • TQM is a philosophy which applies equally to all parts of the organization. TQM can be viewed as an extension of the traditional approach to quality. TQM places the customer at the forefront of quality decision making. Greater emphasis on the roles and responsibilities of every member of staff within an organization to influence quality. All staff are empowered.
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Total Quality Management - TQM
Total Quality Management
Doing things right…..
….FIRST time.
Standards in Action
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Internetix (2005)
Total Quality Management - TQM
British Standards on TQM
BS 7850-1:1992 • Total quality management. Guide to management principles. BS 7850-2:1994, ISO 9004-4:1993 • Total quality management. Guidelines for quality improvement.
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Total Quality Management - TQM
Elements of TQM
• • • Leadership
– Top management vision, planning and support.
Employee involvement
– All employees assume responsibility for the quality of their work.
Product/Process Excellence
– Involves the process for continuous improvement.
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Total Quality Management - TQM
Elements of TQM
• Continuous Improvement
– A concept that recognizes that quality improvement is a journey with no end and that there is a need for continually looking for new approaches for improving quality.
•
Customer Focus on “Fitness for Use”
– Design quality
• Specific characteristics of a product that determine its value in the marketplace.
– Conformance quality
• The degree to which a product meets its design specifications.
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Total Quality Management - TQM
A fundamental concept of TQM from BS 7850 - a ‘Process’
• “A set of inter-related resources and activities which transform inputs into outputs.” (ISO 8402). • “Any activity that accepts inputs, adds values to these inputs for customers, and produces outputs for these customers. The customers may be either internal or external to the organization.” (BS 7850)
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Total Quality Management - TQM
Changing Role of the Process Owner
Process 1 Input from supplier As customer Process owner Output As supplier Input As customer Process owner As supplier Output to customer Process 1
TQM & organizational Cultural Change
Traditional Approach Lack of communication Control of staff Inspection & fire fighting Internal focus on rule Stability seeking Adversarial relations Allocating blame
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TQM Open communications Empowerment Prevention External focus on customer Continuous improvement Co-operative relations Solving problems at their roots
Total Quality Management - TQM
Perceived quality is governed by the gap between customers’ expectations and their perceptions of the product or service
Customers’ expectations for the product or service
Customers’ expectations of the product or service
Gap
Gap
Expectations > perceptions
Expectations = perceptions
Perceived quality is poor
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Perceived quality is good
Source: Slack et al. 2004
Customers’ expectations for the product or service
Customers’ perceptions of the product or service
Expectations < perceptions
Customers’ perceptions of the product or service
Customers’ perceptions of the product or service
Total Quality Management - TQM
Additional views of Quality in Services
• Technical Quality versus Functional Quality
– Technical quality — the core element of the good or service. – Functional quality — customer perception of how the good functions or the service is delivered.
• Expectations and Perceptions
– Customers’ prior expectations (generalized and specific service experiences) and their perception of service performance affect their satisfaction with a service.
• Satisfaction = (Perception of Performance) – (Expectation)
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Total Quality Management - TQM
Previous Experience Word of mouth communications Image of product or service
A “Gap” model of Quality
Customer’s expectations concerning a product or service Customer’s own specification of quality Gap 1
Customer’s perceptions concerning the product or service Gap 4
The actual product or service
Management’s concept of the product or service Gap 2
organization’s specification of quality
Gap 3
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Source: Parasuraman, Zeithman and Berry. 1985
Total Quality Management - TQM
Continuous Improvement
• Philosophy that seeks to make never-ending improvements to the process of converting inputs into outputs. Kaizen: Japanese word for continuous improvement.
•
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Total Quality Management - TQM
Implementing TQM
• Successful Implementation of TQM
– Requires total integration of TQM into day-to-day operations.
• Causes of TQM Implementation Failures
– Lack of focus on strategic planning and core competencies. – Obsolete, outdated organizational cultures.
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Total Quality Management - TQM
Obstacles to Implementing TQM
• • • • • • • • • Lack of a company-wide definition of quality. Lack of a formalized strategic plan for change. Lack of a customer focus. Poor inter-organizational communication. Lack of real employee empowerment. Lack of employee trust in senior management. View of the quality program as a quick fix. Drive for short-term financial results. Politics and turf issues.
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Total Quality Management - TQM
Some criticisms of TQM
1. 2. 3. 4. Blind pursuit of TQM programs Programs may not be linked to strategies Quality-related decisions may not be tied to market performance Failure to carefully plan a program
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Total Quality Management - TQM
PDCA Cycle repeated to create continuous improvement
Performance
Plan Act Do Check
“Continuous” improvement
Time
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Total Quality Management - TQM
Recognizing and rewarding Quality
• Promotion of high quality goods and services
– Malcolm Baldrige National Quality Award (MBNQA) (United States) – Deming Prize (Japan) – European Quality Award (European Union) – ISO9000 certification
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Total Quality Management - TQM
The integrated framework of the Baldrige Award criteria
Source: 2004 Criteria for Performance Excellence, U.S. Dept. of Commerce, Baldrige National Quality Program, National Institute of Standards and Technology, Gaithersburg, MD 20899. (www.quality.nist.gov)
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Total Quality Management - TQM
Continual improvement of the quality management system Continual improvement of the quality management system
Customers (and other interested parties) Customers (and other interested parties)
Management responsibility
Resource management
Requirements
Measurement, analysis and improvement
Satisfaction
Input
Key: Value adding activity information flow
Product realisation
Product
Output
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Source: BS EN ISO 9001:2000
Total Quality Management - TQM
Overview of the EFQM Excellence Model
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Total Quality Management - TQM
Quality Award common elements
• • • • • All take holistic approach Customers/people Measurable characteristics Visible Basis taken from TQM
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Total Quality Management - TQM
Summary
• • • • TQM – a way of working Involves everyone High prominence on ‘customer’ Awards based upon TQM
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