GE2022 Total Quality Management

UNIT II TQM PRINCIPLES

Contents
Leadership Leadership concepts Characteristics of Quality Leaders The 7 Habits of Highly Effective People Demings 14 points for managers (In Unit I) Role of TQM Leaders Quality Council Duties Quality Statement Strategic Quality Planning Case Study / Assignment
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Leadership ?
Leader is one who instills purposes, not one who controls by brute force. Leadership is WE not ME.
Leaders should create strategies, systems and methods for achieving excellence.

Characteristics of Quality Leaders

The 12 characteristics or behaviours demonstrated by successful quality leaders Warren H. Schmidt and Jerome P. Finnigan, The Race without a Finish Line. 1. Priority to customers and their needs. 2. Empower, rather than control subordinates. 3. Emphasize improvement rather than maintenance. 4. Emphasize prevention. 5. Encourage collaboration rather than competition. 6. Train and coach rather than direct and supervise. 7. Learn from problems. 8. Continually try to improve communication. Communication is two way, ideas will be generated by people when leaders encourage them and act upon them.
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Characteristics of Quality Leaders cont

9. Continually demonstrate commitment to quality. 10. Choose suppliers on the basis of quality, not price. 11. Establish organizational systems to support the quality effort. At the top management level a quality council is provided.. 12. Encourage and recognize team effort.

The 7 Habits of Highly Effective People

Stephen R. Covey, 1989. Be Proactive
Taking responsibility for your own life. The ability to choose the response to a situation. Behavior is a conscious choice. Proactive behavior is based on VALUES Reactive behavior is based on FEELINGS. Theres nothing I can do. Let me look at other alternatives. He/She makes me so mad. I control my own feelings. I must. I cant. I prefer. I choose.
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The 7 Habits of Highly Effective People Stephen R. Covey, 1989. cont.

Begin with the End in Mind
In order to begin with the end in mind the author suggests the following,

Never compromise with honesty. Remember the people involved. Maintain a positive attitude. Keep a sense of humor. Read a leadership book monthly.

The 7 Habits of Highly Effective People Stephen R. Covey, 1989. cont.

Put First things First
Time management matrix,
PRIORITY

Urgent
I Crises, Fire & dead line driven projects III Interruptions, some mail, calls & meetings

Not Urgent
II Prevention, Relation building & Recognizing new opportunities IV Time wasters & Pleasant activities

Important Not Important

The 7 Habits of Highly Effective People Stephen R. Covey, 1989. cont.

Think Win-Win
Mutual benefit in all human interactions In order to have a win-win attitude the author suggests the following,

see the problem with other viewpoint. identify the key issues and concerns. determine acceptable results. seek possible new options to achieve the results.

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The 7 Habits of Highly Effective People Stephen R. Covey, 1989. cont.

Seek first to Understand, then to be Understood
Empathic Listening - understanding

The essence of emphatic listening is not that you agree with someone but its that you fully, deeply understand that person, emotionally as well as intellectually.
To be understood

Convey your thoughts using ETHOS, PATHOS and LOGOS. [Self, Others & Logic]

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The 7 Habits of Highly Effective People Stephen R. Covey, 1989. cont.

Synergy
Together we can achieve more than any of us can accomplish.

Genuine understanding among people.

Sharpen the Saw

Renewal.

Genuine understanding among people.

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Role of TQM Leaders

Senior Management (SM) & CEO must practice the philosophy of MBWA Management by Wandering Around. It
reduces PAPER WORK.

SM role is no longer to make financial decision, but to make sure the teams decision is aligned with the quality statements of the organization. It pushes problem
solving and decision making to the lower appropriate level.
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Role of TQM Leaders cont.

SM/CEO must celebrate the quality efforts of organization. Personal participation of award and
recognition ceremonies.

SM should demonstrate, communicate and reinforce the quality statement. Emphasis on

communication.

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Quality Council
It is the DRIVER for TQM Engine. General members of this council: Chief Executive Officer CEO Senior Managers (SM) of functional areas like design, marketing, finance etc. Representative of the Union (if applicable)
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Duties of Quality Council

Develop the vision, mission and quality policy statement. Mission is what you do best every day & Vision is what the future looks like because you do that mission so exceedingly well. Develop the Strategic long-term plan with goals and annual quality improvement program with objectives. Develop the total education and training plan. Determine and continually monitor the cost of poor quality. Determine, approve and monitor the performance measures of each functional area. Based on customer satisfaction improve the process. Establish multifunctional projects/ departments and monitor them. Establish and revise the reward and recognition system.
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Agenda of Quality Council meeting

Progress report on teams Customer satisfaction report Progress on meeting goals New project teams Recognition/Reward event plan or proposal Benchmarking report
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Quality Statement
Vision, Mission and Quality policy statements Once developed they are occasionally reviewed and updated They are a part of strategic planning process There may be considerable overlap among these statements

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Vision Statement
It is a short declaration of what an organization aspires to be tomorrow. It is an ideal state that might never be reached but which the organization continually strive to achieve. FOR SSN To be a world class institution for technical
education and scientific research for public good.

Ideally Visions are elevated to a cause.

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Mission Statement
It is a simple and elaborate declaration of : Who we are? Who are the customers? What we do? How we do it? FOR SSN SSN will continuously strive to:
Make a positive difference to society through education. Empower students from across socio economic strata to level the playing field. Be a centre of excellence in education in emerging technologies in tandem with industry and industry trends. To build world class research capabilities on par with the finest in the world and broaden students' horizons beyond classroom education. Nurture talent & entrepreneurship and enable all round personality development in students

It provides a clear statement of purpose for employees, customers and suppliers. It describes the function of the organization.

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Quality Policy Statement

It is a guide for everyone in the organization as to how they should provide product/services to the customers.

Common characteristics are: Quality is first among equals. Meet the needs of internal and external customers. Equal or exceed the competition. Continually improve the quality. Utilize the entire work force.
FOR SSN SSN is committed to imparting world class technical knowledge and training to meritorious students from diverse socio-economic backgrounds. Beyond technical education, SSN is committed to transforming lives by facilitating all round personality development and nurturing talent. It should be written by CEO with the approval of Quality Council. A quality policy is a requirement of ISO/QS 9000.
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Vision Statement EEE Dept. SSNCE

To achieve global eminence in the field of Electrical and Electronics Engineering. To be highly preferred destination comparable with the best in the world for students aspiring to enter the field of Electrical and Electronics engineering. To nurture the talent and to facilitate the students with all-round personality development to make a positive difference to society through education.

Mission Statement EEE Dept. SSNCE

To inculcate the right mix of knowledge, attitudes and character in students to enable them take up positions of responsibility in the society and make significant contributions. To be a center of excellence and become a source of cutting edge technological advancements in the field of Electrical & Electronics Engineering. To become a preferred partner in the area of collaborative research among national and international organizations. 22

Strategic Quality Planning

Goals and Objectives:
Goals and objectives have basically the same meaning. However, goals are used for long-term planning and objectives for short-term planning.
GOAL: Win the war; OBJECTIVE: Capture the bridge.

Concrete goals are needed to provide a focus. Goals can force changes in leadership style. Goals must be based on statistical evidence. Goals must be specific using concrete results rather than behavior or attitudes.

Long Term Goals EEE Dept. SSNCE

To increase the research facilities and to improve the qualitative research activities. To increase the collaborative research activities with renowned universities and various research organizations. To provide more technical consultancy services. To have the standardize and upgrade the existing calibration facilities.

Short Term Goals EEE Dept. SSNCE

To start post graduate programs in Embedded systems, Automation and Power Systems. 23

Seven steps to Strategic Quality Planning

1. 2. 3. 4. 5. 6. 7. Customer Needs. Identify the future needs of customers. Customer Positioning. What is the relation with customers? Predict the Future. Foresee the changing technology. Gap Analysis. Identify the gap (GOAL and RESPONSIBILITIES) between current and future state of organization. Closing the Gap. Developing the plan to achieve the goals. Alignment. The plan needs to be in accordance with QUALITY STATEMENTS. Implementation. Allocation of resource, continuous monitoring and assessing the progress.

ANNUAL QUALITY IMPROVEMENT PROGRAM

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Case Study / Assignment

Write a strategic quality plan to implement the 3 most effective concepts of TQM in SSN? Explain. Select any service in SSN and describe how the dimensions of quality influence its acceptance. Define various suitable definitions of quality for an ideal Professor or an ideal student.

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