BY : RAHUL CHOPRA M.B.A 3rd SEM.

DEFINATION :

Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes. It is used around the world. TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations

 Considering

the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine common TQM practices as crossfunctional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement.

 SELECTING

THE THEME UNDESTANDING THE CURRENT CIRCUMSTANCES ANALYSING THE CAUSES MAKING THE IMPROVEMENTS PLAN IMPLEMENTING THE SOLUTION VERIFYING THE RESULTS STANDARDISING & INSTITUTIONALIZING

FACILITATOR model

TEAM LEADER

SPONSOR

TEAM MEMBERS

Team Sponsor: manager/owner of the theme who has the org. influence & authority to carry out the project.

ROLE OF THE SPONSOR

Charter a team Provide project scope Provides resources & budgetary support to the team. Help to remove barriers Reviews progress & help team achieve its goals Act as a bridge to the management Ensures that team not only achieves results but also goes through right processes

Team Leader : who manages his team but also a team member who actually share the work load

ROLE OF THE TEAM LEADER Focus the team on the goals Organize and manage team meeting Ensure that the problem-solving process is carried through Guide team members Follow up on project task with team member Resolve conflicts, with tact Motivate team members Encourage member participation Promote teamwork & mutual support for achievement of challenging goals

Role of Team Member Learn together as a team Provide in-depth knowledge in their work area Follow the problem-solving process fully, avoiding shortcuts Carry out project task assignment Update team leader for difficult task Attend project meeting Help other team members, mutually

 Facilitator:

Is not a member of the team . He does not take part in the actual problemsolving. Like a catalyst, he helps the team efforts without being part of it. ROLE OF THE FACILITATOR Help the team follow the problem solving process, by clarifying & by explaining Help the team by using tools & techniques Facilitates team meetings to help them smoothly, with effective prtption from all

 Brainstorming:

Multivoting:

Nominal

Group Technique:

quality control circle is a volunteer group composed of workers (or even students), usually under the leadership of their supervisor (but they can elect a team leader), who are trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When matured, true quality circles become self-managing, having gained the confidence of management.

 In

this work place team to manage itself, without supervisors. This structure is different from QC CIRCLES which are voluntary teams. In this responsibility for management is assigned to workers. No need of supervisor layer here. To check the workers capabilities.

Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment. In project management, change management refers to a project management process where changes to a project are formally introduced and approved

 Missionary

changes Strategic changes Operational changes (including Structural changes) Technological changes Changing the attitudes and behaviors of personnel.

 Benefits

management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work. Devise an effective education, training and/or skills upgrading scheme for the organization.

 Counter

resistance from the employees of companies and align them to overall strategic direction of the organization. personal counselling (if required) to alleviate any change related fears.

Provide

The term Quality management has a specific meaning within many business sectors. This specific definition, which does not aim to assure 'good quality' by the more general definition can be considered to have four main components: quality planning, quality control, quality assurance and quality improvement. Quality management is focused not only on product/service quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.

Customer focus Since the organizations depend on their customers, therefore they should understand current and future customer needs, should meet customer requirements and try to exceed the expectations of customers. Leadership Leaders of an organization establish unity of purpose and direction of it. They should go for creation and maintenance of such an internal environment, in which people can become fully involved in achieving the organization's quality objective.

Involvement of people People at all levels of an organization are the essence of it. Their complete involvement enables their abilities to be used for the benefit of the organization. Process approach The desired result can be achieved when activities and related resources are managed in an organization as process. System approach to management An organization's effectiveness and efficiency in achieving its quality objectives are contributed by identifying, understanding and managing all interrelated processes as a system

 Factual

approach to decision making Effective decisions are always based on the data analysis and information. beneficial supplier relationships Since an organization and its suppliers are interdependent, therefore a mutually beneficial relationship between them increases the ability of both to add value

Mutually