Professional Documents
Culture Documents
Week 3
Lecture/discussion
Week 4 Assignments Read - Ch 2 Presentations: Deming Crosby Taguchi Juran Shewhart Ishikawa Feigenbaum Tom Peters Shigeo Shingo
ISO 9000/QS 9000 Continuous improvement Six sigma - DMAIC TQM - PDSA Quality circles
Concept of TQM
TQM foundation:
Any product, process, or service can be improved. A successful organization is one that consciously seeks and exploits opportunities for improvement at all levels. The load bearing structure is customer satisfaction. The watchword is continuous improvement.
Organizing for Quality
Organizations must adopt a cultural change that appreciates the primary need to meet customer requirements, implements a management philosophy that acknowledges this emphasis, encourages employee involvement, and embraces the ethic of continuous improvement. International Economic Conference Board
Report: May 1990 Organizing for Quality
Communication
Allaires approach
Managing-by-process principles
1. Make
all decision and perform all actions within the guidelines of the "what to's" of the core business processes and their impact on other core processes. 2. Establish owners for all core business processes and subprocesses. 3. Designate these owners as responsible for the maintenance and use of that process, with their reward tied to the successful functioning of that process for all Xerox personnel. 4. Empower the owners of the process with the responsibility for continuously improving those core processes, and reengineering them when necessary. 5. Constrain core process and sub-process owners from making changes to their core processes that may affect other core processes that are owned by other managers. 6. Designate responsibility for a change in a core process to the highest-level owner of a core process that is being changed because core sub-processes are being changed by lower-level process owners.
Organizing for Quality
System
Information Planning Human resource Quality assurance
Measures of Progress
Quality Results
Goal
Customer Satisfaction
Systems
Market Success
Effectively develop and communicate quality policy, procedures and requirements across all company functions. Mobilize resources to solve quality-related problems. Effectively coordinate quality requirements with suppliers. (feed forward) Maintain direct contact with customers (feedback).
Organizing for Quality
Quality policy statement Quality manuals ISO 9000 quality standards Word of mouth Management actions
your future "If you find a better car, buy it!" (Spoken by Lee Iacocca) We make the world's best mattress
Strong dealer support; 24-hour spare parts support around the world Fast service, consistent quality
Sprint
Lion Apparel - Continuous Improvement is a way of life at Lion. Sager Electronics - our constant goal is to ensure that the services provided meet or exceed our customers' expectations. Williams Advanced Materials - we are dedicated to providing ever improving exceptional products and services, and world-leading technologies.
Organizing for Quality
Most companies today have a written quality policy or mission statement For example, It is the established policy and intention of this company to provide its customers with products which conform to customer requirements and are delivered on time. This will be ensured through a defined quality program as detailed in the company quality manual. Some companies rely on verbal quality policies. for example, our goal is to ensure customer satisfaction and minimize rejects.
Organizing for Quality
Other examples
Goodyear: our mission is constant improvement in products and services to meet our customers needs. This is the only means to business success for Goodyear and prosperity for its investors and employees.
Other examples
Motorola - all employees at Motorola must consistently strive for a six sigma target. Motorola Doing the right thing. Every day. No excuses.
The bottom line: Organizations must demonstrate what Deming termed constancy of purpose.
Organizing for Quality
Quality problems transcend individual and functional boundaries. Companies need multi-discipline problem solving.
Adopt matrix versus functional organizational structure. Co-locate engineering resources to open communication channels.
Many quality problems are caused by defective purchased material (Crosby 50%). Suppliers often represent a large % of manufacturing costs.
Traditional Approach
"keep suppliers on their toes" Large supply base Often short term contracts Low cost bid Either company or supplier wins Cooperation as needed; company protects knowledge
Growing research indicates that TQM has not achieved its objectives due to human resource management (HRM) problems. Failures occur when management falls short in their efforts to adopt a corporate culture fully embracing TQM.
TQM requires employee development & employee cooperation. Thus, the task of top management is to:
provide workers with the necessary skills and knowledge. create a quality-minded culture among employees. nurtures high-trust relationships. has a shared sense of commitment. believes that continuous improvement is for the common good.
Organizing for Quality
Formation of a quality minded culture is a human interaction issue. Therefore, quality management systems must provide:
channels of communication for productquality information among all concerned employees. means of participation for employees so employees feel theyre part of the system
Organizing for Quality
Some HR challenges?
Is company culture a subset of national culture? Should companies encourage TQM participation via monetary incentives? Do workers want to be involved in the quality management process
Actually, some want to have input. many others do not want any increased responsibility.
Organizing for Quality
In addition to solving quality problems, QI teams help: provide a means of participation for employees in quality decision-making. aid employee development: leadership, problem-solving skills. lead to quality awareness which is essential for organizational culture change.
Organizing for Quality
membership - generally mandatory temporary in nature participation is cross-functional team leaders have varying degrees of authority
Organizing for Quality
Voluntary groups of 6-8 members Quality circle teams are semi-permanent Teams are from single functional department Members have equal status and select their own project Minimum pressure to solve problems with a set time frame
Organizing for Quality
Quality circles require top management support Personal characteristics of facilitators are critical Scope of project needs to be small enough to be capably addressed by the team Success of other teams has positive peer pressure effect
Organizing for Quality
Implementation
Widely publicized quality circles Product development teams Product development teams have succeeded more so than quality circle teams
a concurrent process carried out by a multifunctional product development team. intended to replace sequential development process. they avoid potential quality problems by integrating upstream and downstream functions in the preliminary design phase.
Organizing for Quality