Introduction to TQM
Page 4: Quality in Services
Key Elements of Quality in Services
Services encompass various aspects such as:
Food preparation
Environment
Atmosphere
Price
Menu selection
Importance of positive language
Customization of the customer journey
Customer-centric approach
Page 5: Definition of Quality
Understanding Quality
"Quality" generally equated with "good."
Brands frequently label products as "high quality" without precise definitions.
Quality often appears in marketing, not in core business processes or policy.
Page 6: Development of Quality Concept
Historical Definitions of Quality
Juran (1951): Quality as "fitness for purpose or use" from the customer’s perception.
Deming (1986): Quality should address consumer needs, both current and future.
Page 7: Diverse Definitions of Quality
Perspectives on Quality
Fred Smith: Quality is performance meeting customer expectations.
Boeing: Quality relates to consistently meeting customer needs.
GSA: Emphasizes customer needs fulfillment at all times.
DOD: Advocates for doing things right the first time, focussing on continuous improvement.
Page 8: The Dynamic Nature of Quality
Defining Quality
Quality is a dynamic state involving products, services, people, processes, and environments.
It meets or exceeds expectations and delivers superior value for customers and organizations.
Page 9: Common Elements of Quality
Synthesis of Quality Definitions
Meeting or exceeding customer expectations is central to quality.
Quality encompasses products, services, people, processes, and environments.
Quality is continually evolving; standards today may differ from those in the future.
Page 10: Consumer Choices and Quality
Factors Influencing Product Selection
Example: Choosing a product based on award recognition in a supermarket.
Brand distinction impacts consumer decisions, such as choosing between service providers.
Page 11: Importance of Quality for Business
Reasons for Prioritizing Quality
Globalization: Businesses must compete internationally.
Technology: Advancements necessitate quality.
Telecommunications/Transportation: Increased connection affects quality expectations.
Sustainability: Quality is crucial for long-term success, retaining customer loyalty, and enabling premium pricing.
Page 12: Interrelationships of Quality
Quality Impacts
Quality influences market share, profit, sustainability, competitive advantage, customer and employee satisfaction, creativity, agility, and innovation.
Quality includes not just documentation but a culture, tools, techniques, and strategy.
Page 13: The Pursuit of Excellence
Quality's Aspirational Nature
Quality involves the continuous strive for excellence across stakeholders.
Meeting expectations of customers, suppliers, staff, and communities is paramount.
Page 14: Significance of Quality
Why Quality Matters in Business
Quality is crucial for:
Competitiveness and survival
Global reach
Cost-effectiveness
Customer retention and profit increase
It's regarded as the mark of world-class businesses.
Page 15: Total Quality Management (TQM)
Overview of TQM
TQM centers around quality as an organizational priority.
It integrates management techniques with ongoing process improvement aimed at customer satisfaction.
Page 16: Views on Quality
Comparative Perspectives
Traditional View vs. Quality View:
Quality viewed as productivity conflicts in traditional management.
Quality improvement aligns with productivity gains.
Quality Definition:
Traditional view focuses on specifications; quality view emphasizes exceeding expectations.
Page 17: Key Elements of Total Quality
Strategic Market Approach
Sustainable competitive advantage requires integrating quality into the organization's core.
Continuous improvement is essential for maintaining excellence.
Page 18: Customer Focus in Total Quality
Understanding Customer Demands
Importance of internal and external customer definitions.
Emphasis on customer satisfaction and journey.
Incorporating the Voice of Customer (VOC) in design processes.
Page 19: Scientific Approach to Quality
Methodologies in Quality Management
Blend of soft and hard management techniques, problem-solving methods, and performance monitoring to achieve quality.
Page 20: Long Term Commitment to Quality
Cultural and Management Commitment
Creating a culture centered around innovation and quality.
Essential for senior management to commit long-term to quality initiatives.
Page 21: Teamwork in Quality Management
Collaborative Efforts
Cross-functional teamwork is critical for achieving organizational goals.
Page 22: Continual Process Improvement
The Changing Standards of Quality
Quality must evolve continuously; ongoing improvements are essential.
Page 23: Employee Education and Training
Building Skills
Emphasis on developing both soft and hard skills in the workforce.
Promoting logical and critical thinking to foster employee growth.
Page 24: Freedom Through Control
Employee Empowerment
Importance of involving employees in decision-making processes.
Page 25: Employee Involvement and Empowerment
Real Voices Matter
Distinction between involving versus empowering employees in quality initiatives.
Page 26: Unity of Purpose
Cohesion Across Departments
Departments must work collaboratively to achieve shared goals.
Page 27: Peak Performance in TQM
Achieving Organizational Excellence
Effective TQM practices lead to peak performance across all organizational levels.
Page 28: Obsession with Quality
Commitment to Continuous Improvement
Attitude of constant inquiry: "How can we improve this?"
Page 29: Assignment 1
Reflective Questions
Explore relationships:
Teamwork vs. unity of purpose
Employee empowerment vs. freedom through control
Strategic focus vs. long-term commitment.
Page 30: Total Quality Pioneers
Contributions of Influential Figures
Overview of Deming's contributions, including the Deming Cycle, fourteen points, and seven deadly diseases of management.
Page 31: The Deming Cycle
Linking Production and Consumer Needs
Focuses on cooperative efforts across departments to meet consumer needs effectively.
Page 32: PDCA Cycle
The Four Steps of Continuous Improvement
Plan: Research and product planning.
Do: Product production.
Check: Verify accordance with plans.
Act: Market analysis of product reception.
Page 33: Deming Cycle Visual Representation
The Conceptual Framework
Visual depiction of the plan-do-check-act cycle.
Page 34: Step-by-Step Process of Deming Cycle
Operational Guidance
Conduct consumer research, production, checking, marketing, and analyze product reception.
Page 35: Deming's 14 Points for Quality Improvement
Promoting Quality as a Core Principle
List of key points emphasizing leadership, quality from the start, continuous improvement, and breaking down barriers.
Page 36: Management's Fault Diagnosis
Analysis of Management Shortcomings
Identifies detrimental practices such as a lack of constancy, reliance on short-term profits, and ineffective performance evaluations.
Page 37: Juran's Contributions
Notable Principles and Frameworks
Overview of Juran’s foundational principles in quality improvement: three basic steps, ten quality improvement steps, and the Pareto principle.
Page 38: The Pareto Principle
Understanding Quality Issues
80% of problems arise from 20% of causes; critical management point for focus.
Page 39: Juran's Three Basic Steps to Progress
Framework for Continuous Improvement
Structured and urgent improvements.
Extensive training programs.
Leadership commitment from higher management.
Page 40: Juran's Ten Steps to Quality Improvement
Roadmap for Quality Enhancement
Build awareness of improvement needs.
Set and organize goals.
Provide training and implement problem-solving projects.
Page 41: The Juran Trilogy
Quality Management Framework
Consists of Quality Planning, Control, and Improvement.
Page 42: Quality Planning
Steps to Meet Customer Expectations
Identify customers and their needs.
Develop appropriate systems/processes.
Operationalize the plans across levels.
Page 43: Quality Control Processes
Ensuring Standards are Met
Assess actual quality.
Compare against goals.
Address performance discrepancies.
Page 44: Quality Improvement
Continuous Enhancement Approach
Build infrastructure for quality improvements.
Identify areas needing improvement.
Empower project teams to solve problems.
Page 45: Quality Control Definition
Focus on Requirement Fulfillment
Distinction between quality assurance processes and inspections.
Page 46: Quality Assurance vs. Quality Control
Comparative Analysis
Quality assurance focuses on prevention; quality control emphasizes defect identification.
Page 47: Crosby's Contributions
Zero-Defects Management
Emphasis on prevention and the significance of Six Sigma.
Page 48: Future of Quality Management
Essential Characteristics for Success
Organizations should maintain a commitment to customer value and continuous improvement principles.
Page 49: Sustained Growth Objectives
Organizational Commitment
Focus on customer satisfaction, effective human resources, and quick adaptation to change.
Page 50: Japan vs. USA in Quality Practices
Evolution After World War II
Japanese companies initially offered low-quality products but pivoted to quality improvements.
Page 51: Resurgence of American Companies
Adaptation and Quality Management
U.S. companies began to embrace quality principles, regaining global competitiveness.
Page 52: Discussion Question
Reflection Topic
Inquiry into the reasons behind the slow adoption of quality principles in the U.S.
Page 53: Deming, Juran & Crosby
Foundational Figures in Quality Management
Overview of prominent contributors to quality management principles.
Page 54: Conclusion
Summation of Quality Importance
Closing statement on the significance of quality in management.