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Tqm ch 09
1.
Chapter 9
Organizing For Total Quality Management: Structure And Teams THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 1
2.
Organization
The process of creating a structure for the organization that will enable its people to work together effectively toward its objective. Thus the process recognize a structure as well as a behavioral or “people” dimension. 2 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
3.
Why Adopt TQ
Philosophy? • Reaction to competitive threat to profitable survival • An opportunity to improve 3 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
4.
Selling the TQ
Concept 1. Learn to think like top 6. Focus on getting an early executives win, even if it is small 2. Position quality as a way to 7. Ensure that efforts won’t address priorities of be undercut by corporate stakeholders accounting principles 3. Align objectives with those of senior management 8. Develop allies, both 4. Make arguments internal and external quantitative 9. Develop metrics for return 5. Make the first pitch to on quality someone likely to be 10. Never stop selling quality sympathetic 4 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
5.
Corporate Culture and
Change • Corporate culture is a company’s value system and its collection of guiding principles • Cultural values often seen in mission and vision statements • Culture reflected by management policies and actions 5 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
6.
Baldrige Core Values
and Concepts • Visionary leadership • Focus on the future • Customer-driven • Management by fact excellence • Public • Organizational and responsibility and personal learning citizenship • Valuing employees and partners • Focus on results and • Agility creating value • Managing for innovation • Systems perspective 6 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
7.
TQ vs. Traditional
Management • Organizational • Union-management structures relations • Role of people • Teamwork • Definition of quality • Supplier relationships • Goals and objectives • Control • Knowledge • Customers • Management systems • Responsibility • Reward systems • Motivation • Management’s role • Competition 7 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
8.
Cultural Change
• Change can be accomplished, but it is difficult • Imposed change will be resisted • Full cooperation, commitment, and participation by all levels of management is essential • Change takes time • You might not get positive results at first • Change might go in unintended directions 8 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
9.
Common Mistakes
in TQ Implementation (1 of 3) • TQ regarded as a “program” • Short-term results are not obtained • Process not driven by focus on customer, connection to strategic business issues, and support from senior management • Structural elements block change • Goals set too low • “Command and control” organizational culture 9 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
10.
Common Mistakes
in TQ Implementation (2 of 3) • Training not properly addressed • Focus on products, not processes • Little real empowerment is given • Organization too successful and complacent • Organization fails to address fundamental questions • Senior management not personally and visibly committed 10 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
11.
Common Mistakes
in TQ Implementation (3 of 3) • Overemphasis on teams for cross-functional problems • Employees operate under belief that more data are always desirable • Management fails to recognize that quality improvement is personal responsibility • Organization does not see itself as collection of interrelated processes 11 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
12.
Building on Best
Practices • Universal best practices – Cycle time analysis – Process value analysis – Process simplification – Strategic planning – Formal supplier certification programs 12 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
13.
Best Practices:
Infrastructure Design (1 of 3) • Low performers – process management fundamentals – customer response – training and teamwork – benchmarking competitors – cost reduction – rewards for teamwork and quality 13 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
14.
Best Practices:
Infrastructure Design (2 of 3) • Medium performers – use customer input and market research – select suppliers by quality – flexibility and cycle time reduction – compensation tied to quality and teamwork 14 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
15.
Customer
Top Employees Mgmt. Front-line Quality supervisor Council Middl Functional e Steering Mgmt. Mgmt. Committees Functional Middle Mgmt. Cross Functional Mgmt. Teams Front-line Top supervisor. Mgmt. Quality Employees Improvement Teams Quality Circles 15 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
16.
Firm infrastructure
Margin Human Resource Management Technology Development procurement In bound Sales Force Sales Force Service logistics operations Administrat Operations ion Margin Sales Sales Marketing advertising Force Technical forces Promotion management administrat operations literature ion 16 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
17.
People
dimension output Input Activities Technical Money Skills Objective Human Resources Machines Technology 17 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
18.
Best Practices:
Infrastructure Design (3 of 3) • High performers – self-managed and cross-functional teams – strategic partnerships – benchmarking world-class companies – senior management compensation tied to quality – rapid response 18 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
19.
Self Assessment: Basic
Elements • Management involvement and leadership • Product and process design • Product control • Customer and supplier communications • Quality improvement • Employee participation • Education and training • Quality information 19 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
20.
Implementing Total Quality:
Key Players • Senior management • Middle management • Workforce 20 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
21.
Sustaining the Quality
Organization • View quality as a journey (“Race without a finish line”) • Recognize that success takes time • Create a “learning organization” – Planning – Execution of plans – Assessment of progress – Revision of plans based on assessment findings • Use Baldrige assessment and feedback • Share internal best practices (internal benchmarking) 21 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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