Escolar Documentos
Profissional Documentos
Cultura Documentos
(TQM elements)
1. Organizational vision
Provides the framework that guides a firm’s beliefs and values
Four keys to successful vision implementation:
• Total involvement every level of the organization must be involved in quality improvement activity
• Communication everyone in the organization understand the specification of his or her customers
• Barrier removal is the first step to empowering employees
o structured policies and procedures must implemented to encourage quality
o quality manager must be part of strategic plan, budget process and employees reward system
• continuously improve and evaluate
o keep looking of better ways, even if your customers are satisfied with the current product or service
o quality improvement can be ultimate integrator of the organization to achieve
critical quality management objectives :
improved product quality
stronger customer loyalty
increase employee morale
lower unwanted turnover
2. Barrier removal
Change will be resists; the great deal in quality management is expended in overcoming such resistance, usually
by allowing change to come from individuals directly involved, rather than as a directive from management
Recommended strategies of barrier removal process:
• Drive out fear
• Encourage and reward creative thinking
• Share credit for success
• Revise and renew performance measurement systems
• Justify cost over the life cycle
• Establish ownership of tasks and projects
The steps of barrier removal
1. Identify barriers, Anything that stands the in the way of implementation and realizing continues
improvement should be considered a barrier ( examining internal procedures, customer relation and
concerns and personal issue )
2. Place into category, Related barriers and systematic causes and categorization may be classified by using
Case‐Effect diagram or quality function deployment
3. Establish priority, by using a tool such as Pareto analysis
1
4. Problem solve, its vital to address the root cause of the problem, by analysis of the problem should
include estimates of resources for its resolution
5. Goals and strategies for resolution, resolution of problems may entail goals over a period of month or
years, Goals should be realistic and attainable with the given resources, strategic ensure that goals can be
accomplished
3. Communication
Communication is the glue that binds all of the techniques, practices, philosophies, and tools. Ineffective
communication will be doom the most cleaver of quality management initiative
Element forms of communications (Sender – Receiver – Message ‐ Medium)
The method of communication:
• Written communication principally domain of office workers.
The use of white space and graphical elements such as figure and charts enhances the readability of any
written piece. The ability to write is directly correlated with reading
• Verbal, is takes place in a variety of sittings
The skills required
o Public speaking, the ways for successful are training , video tapping, and practice
o Small group interaction, when implementing the myriad quality management tools that require teams, its
vital to understand how small groups interact
• Nonverbal, human infer a great deal of information from nonverbal clues this includes body language and
dress for success
Communication can be the cause of conflict that is rise
4. Continuous Evaluation
It’s essential by feedback mechanism; the key is to receive the information in time to allow initiating corrective
action.
5. Continuous improvement
‐ A continuous improvement is just small improvements done continuously and all arrive at the same point as a
major innovation.
‐ To reduce cost & increase productivity, the focus must be projected on the process producing the product.
Some Strategies to bear in mind when implementing continuous improvement:
1. Start with an example project
2. Analyze variation of all processes
3. Recognize the process not just the results
4. Simplify: constantly ask what is the value for each step/ form…etc
5. Expect to constantly reinvest in new technology
6. Failures & problems are opportunities
7. Reorganize in order to bring about improvement (Self managing teams instead of middle layer managers)
2
6. Customer/vendor relationship
Listening to the customer requires listening throughout the product life cycle. The customer here means
anyone to whom you give your work.
Some strategies to improve customer/vendor relations are:
‐ Link the organizational vision to customer satisfaction
‐ Reward suppliers
‐ Move to single sourcing
‐ Minimize the overall number of vendors
‐ Identify internal &external customers
‐ Identify end users and distributers
‐ Establish routine dialogue with customers
‐ Involve customers in planning & development
Be the customer of your own product / service
Vendors are partners (long term partnerships)
7. Empowering the worker
Empowering the employee means enabling a worker to achieve his or her highest potential.
Empowerment strategies:
‐ Ownership: delegation of authority
‐ Value all contributions
‐ Listen to the least voice
‐ Everyone has a value
‐ Teams must own the problem
‐ Give quality awards to customers who have improved their business
‐ Delegate authority to the lowest possible organizational level
8. Training
The outcome of training is a modified behavior. It may be enhanced interpersonal skills or a specific
manual skill, but there is a direct, identifiable modification.
Training focuses on the event on hand unlike Education which has no immediately identifiable outcome
3