Lakambini R.

Maputi, RN
August 28, 2010
 DIMENSIONS of NATIONAL CULTURE
•POWER DISTANCE (PD) – society accepts unequal distribution of power in
organizations. High score: Mexico and Malaysia (AUTOCRATIC management). Low
score: Germany and Australia (PARTICIPATIVE management).

•UNCERTAINTY AVOIDANCE (UA) – society feels threatened by uncertain situations.

High score: Greece and Japan (want stable career, formal rules, and clear-cut
performance).

•INDIVIDUALISM-COLLECTIVISM (I-C) – society values individual freedom and

independence of action compared with a tight social framework and loyalty to the
group. High score: US and Canada (individual success through competition).Low score:
Mexico and Guatemala (group success through collective cooperation).

•MASCULINITY-FEMININITY (M-F) – society is oriented towards money and things

(masculine) and toward people (feminine). High score in masculinity: Japan and
Mexico (men dominates). Low score in masculinity: France and Sweden (power is
shared by both sexes/interdependence).
•LONG-TERM ORIENTED (LT) – society is oriented towards long versus short term.
High score on long-term: Hong Kong and Japan (importance of hard work, education,
persistence and thrift).Low score on long-term: Pakistan.
TQM just a term, used by advocates of Total
Quality.
Rationale : The need to compete in the global
marketplace (competitors are readily copying products)
a whole new approach/program used to maximize
competitiveness of an organization, that requires revamping
of traditional management paradigms, long-term
commitment, unity of purpose, and specialized training.
an operational philosophy committed to
quality/excellence (customer satisfaction) and being
the best in all functions (continuous improvement of
products, services, people and environment).
U.S Department of Defense

“TQM consists of continuous improvement activities involving

everyone in the organization-managers and workers-in a
totally integrated effort toward improving performance at
every level. This improved performance is directed toward
satisfying such cross-functional goals as quality, cost,
schedule, mission need, and suitability. TQM integrates
fundamental management techniques, existing improvement
efforts, and technical tools under a disciplined approach
focused on continual process improvement. The activities are
ultimately focused on increased customer satisfaction”
Focus on customer satisfaction (quality)
Obsession with quality (“good enough is never good enough”)
Education and Training
Long-term commitment
Continuous improvement of products and services
Network relationship based on trust and teamwork
(The key to TQM success lies in executive commitment, open
organizational culture and employee empowerment.)
Freedom through Control.
Employee Involvement and Empowerment.
W.E.DEMING
o to achieve quality, the organization must
continually improve the system(managers) as well as
the process of the system (workers)
o Most quality problems stem from management
processes.
o Quality products must come from quality thinking
and quality practices.

o Deming’s Cycle, Fourteen Points, 7 Deadly diseases

 The Deming Cycle
Consumer research

How the product is

received in the market in
terns of quality, cost, and Produce product/services
other criteria

In accordance with the plan

Market the product
 Deming’s Fourteen Points

1. Create constancy of purpose toward the improvement of products and services in

order to become competitive, stay in business, and provide jobs.
2 . Adopt the new philosophy. Management must learn that it is a new economic age
and awaken to challenge, learn their responsibilities, and take on leadership to
change.
3 . Stop depending on inspection to achieve quality. Build in quality from the start.
4 . Stop awarding contracts on the basis of low bids.
5 .Improve continuously and forever the system of production and service, to
improve quality and productivity, and thus constantly reduce costs.
6 . Institute training on the job.
7 . Institute leadership. The purpose of leadership should be to help people and
technology work better.
8 .Drive out fear so that everyone may work effectively.
9 .Break down barriers between departments so that people can work as a team.
1 0 . Eliminate slogans, exhortations, and targets for the workforce. They
create adversarial relationships.
1 1. Eliminate quotas and management by objectives. Substitute leadership.
1 2. Remove barriers that job employees of their pride of workmanship.
1 3. Institute a vigorous program of education and self-improvement.
1 4. Make the transformation everyone’s job and put everyone to work on it.
 Deming’s Seven Deadly Diseases

1. Lack of constancy of purpose to plan products and services that

have a market sufficient to keep the company in business and
provide jobs.
2. Emphasis on short-term profits; short-term thinking that is driven
by fear of unfriendly takeover attempts and pressure from bankers
and shareholders to produce dividends.
3.Personal review systems for managers and management by
objectives without providing methods or resources to accomplish
objectives. Performance evaluations, merits ratings, and annual
appraisal are all part of this disease.
4.Job hopping by managers.
5.Using only visible data and information in decision-making with little
or no consideration given to what is not known or cannot be known.
6.Excessive medical costs.
7.Excessive costs of liability driven up by lawyers that works on
contingency fees.
J.M. JURAN
o management should seek to maintain and
improve quality through efforts on two levels:
(1) the mission of organization as a whole to
achieve and maintain high quality and (2) the
mission of individual departments in the
organization to achieve and maintain high
quality.

o Three Basic Steps to Progress ,Ten Steps to

Quality Improvement, and Juran Trilogy.
 Juran’s Three Basic Steps to Progress

1. Achieve structured improvements on a

continual basis combined with dedication and
sense of urgency.

2. Establish an extensive training program.

3. Establish commitment and leadership on

the part of higher management.
 Juran’s Ten Step to Quality Improvement

1.Build awareness of both the need for improvement and

opportunities for improvement.
2.Set goals for improvement.
3.Organize to meet the goals that have been set.
4.Provide training.
5.Implement projects aimed at solving problems.
6.Report progress.
7.Give recognition.
8.Communicate results.
9. Keep score.
10.Maintain momentum by building improvement into the
company’s regular systems.
 The Juran’s Trilogy

JURAN’S

TRILOGY
P.B CROSBY

Quality is “conformance to requirements”

QUALITY VACCINE
Integrity- role dedication (determination)
Systems- quality is acceptable and customers are satisfied.
- prevention rather than appraisal.
Communications- employees must be aware of their progress,
while organization must be aware of its achievements (education)
Operations- suppliers must be educated, employees must be
trained and procedures must be examined and improved
(implementation)
Policies- organization needs clear policies on quality.
three phases:

Preparation phase. Encompasses steps 1-11. Responsibility for

carrying out the activities belongs to top executive, total quality
consultant, and steering committee.
 
Planning phase. Encompasses steps 12-16. Responsibility for
carrying out the activities belongs to total quality steering
committee.
 
 
Execution phase. Encompasses steps 17-20. Responsibility for
carrying out the activities belongs to the project teams and
steering committee
top manager has the power to see to it that all
departments become actively involved in total
quality in a positive manner.
organization grows = too large for one person to manage =
responsibilities must be divided and delegated to each division.
Teamwork vs. Staff work
Does not relieve top manager’s responsibility for
organization’s performance.
COMPOSITION: organization’s top manager and the
managers who report directly to him or her.
ROLES: -help the top executive establish the organization’s vision.
- determining which activities should be undertaken and
transform individual departments into teams to ensure that
their activities are consistent with the vision (coaching the
staff)
- sets an example of personal commitment.
Teambuilding amounts to identify and solve interpersonal,
organizational, and procedural problems within the team (work cohesively
and effectively )
Typically one to three days.
“Establishing successful teams can be difficult in some cultures…”-
Robert M. Tomasko
ADVANTAGES
- Eliminates internal competition.
-Focus its resources on achieving the
organization’s goal.
-Each member’s work will become easier
and they will have more time available.
GOAL: enable team members to work together towards common
objective, complementing each other with their skills, experiences,
strengths, and weaknesses (SYNERGY OF WORK)
PARTICIPANTS of the TEAM
Towards a successful team…
•Open ( members must be free and willing to state
opinions and observations)
•Constructive (comments by members should be
restricted to issues related to working with the group
or individuals in the group)
•Non-hostile (comments that are not be directed at
discrediting a member).
•Mutually supportive and respectful (comments that
help others become more effective as team members).
•Positive
If any one of the following situations is present,
teambuilding is needed:
•High turnover in higher management.
•Excessive work hours for higher management.
•Quality problems.
•Excessive rework/waste.
•Frequent conflict.
•Interdepartmental barriers.
•Poor communication throughout the organization.
•Employee attitude/morale problems.
•Customer dissatisfaction.
•Department agendas that supersede the organization’s
goals.
Elements in building an effective team

1. Identify and solve interpersonal

problems
Successful??...
•When team members no longer think in terms of individual
departments.
•When difficulty in one department becomes of personal
concern to every team member.

“There will never be a time when teambuilding is complete,

there will always be room for improvement, especially as
people leave and others join the team”
(D.Goetsch & S.Davis, Implementing Total Quality, 1995)
Training: two to four days/8 hours classroom session/ best
done off-site, relaxed casual surroundings that promote
attention and interaction.
RATIONALE
To develop strong foundation of knowledge.
To give Steering members credibility.
To convert the holdouts and skeptics.
To equip the SCT members the lead implementation.
WHO SHOULD TRAIN?
By someone who has been there (outside consultant)
 Basic Curriculum
FUNDAMENTALS OF TOTAL QUALITY

The History of Total Quality

The Total Quality Philosophy

The Rationale for Total Quality

Changing the Organization’s Culture

Statistical Tool for Total Quality

Implementing Total Quality

The Role of the Organization’s Vision

Planning the Implementation

The need for continued study??...
•Because TQ is a broad and constantly evolving subject.
•Members should seek out Journals; works by Deming, Juran,
Ishikawa, Ohno, and other authorities (offers a wealth of
information).
•The more you know the more effective your TQ initiative will be.

“Training…must start at the top management must be the driving force

behind transformation process. Everything can improve even the
management”
(Stephen Uselac)
ORGANIZATIONAL VISION: “This is where we want to
be in years to come, and this is how we will conduct
business in order to get there.”
A guiding force.
An ideal, towards which to strive.
Unifying mission of all employees.
A reason for employees work.
PRINCIPLES : will guide the actions of employees as
the organization works to accomplish its vision. If
the vision statement is customer oriented must
likewise, the principles relate to customers.
•VISIONARY LEADERS: are people who foresaw the need for
a certain product or service, and set about to build or provide
it (ex. Time tellers)
•VISIONARY ORGANIZATIONS :the means of making these
products and services to ensure its survival as times, survival,
and leaders change. (ex. Clock builders)

•All organizational activity must support the

vision.

•Everyone in the organization, customers,

suppliers, the community, the industry, and the
world, must know the vision.
PROPERTIES OF A VISION STATEMENT:

1.It is easily understood by all stakeholders (employees,

customers, suppliers, etc.).
2.It is briefly stated yet clear and comprehensive in
meaning.
3.It is challenging yet possible to accomplish, loft yet
tangible.
4.It is capable of stirring excitement and unity of
purpose among stakeholders.
5.It sets the tone for how organizations and its
employees conduct their business.
6.It is concerned with numbers.
RATIONALE
Articulate the strategy that will be employed to achieve
the vision (how a vision is to be achieved)
Provides a sense of direction for all employees
(minimizing wasted efforts)
NATURE
Represents the best thinking of the Steering Committee
concerning what must be accomplished in order to
arrive at the vision (provide strategic insights for
achieving the ultimate target)
Should address Quality (targets the root cause of woes)
Steps in the Development of Broad objectives
 Management by Objectives Vision with Objectives approach
approach

MBO does not begin with a vision. Vision clearly articulates the ideal state.

Short-term Long-term (continuous)

Numerous objectives concerning individuals Few objectives broadly stated.

and performance.
Vision-oriented (everyone pulls in same
Department-oriented. direction)

Suboptimal (easily achieved objectives) Liberating (don’t put limits on success)

Steps in developing Objectives
 The best-performing companies are typically those that make sure
their employees are fully informed about all aspects of the
organization’s operations.
An employee without information is like a car without gas.
WHAT TO COMMUNICATE:
1. The vision and guiding principles.
2. The objectives.
3. The Overview of Total Quality. (not a tutorial)
4. Why Total Quality is important.
5. Plan for Proceeding.
6. How changes will affect employees

• Need for feedback: determines the effectiveness of the

organization's communication effort/ can give ideas to SCT
for more effective implementation.
 Verbal Videotaped Newsletter Special Posters & Wallet
Bulletin banners
cards

Advantage:
Can be repeated Wide distribution No publication Keep message Handy and
Personal touch.
without among deadlines. in front of accessible.
Best approach for
burdening the employees. No space employee and Good public
stirring response.
speaker. Good follow-up limitations. customers. relations
Can be played at and Single subject Effective public tool for
the convenience reinforcement relations customer.
of audience potential. strategy.

Disadvantages:
Not as Space limitation Only slightly When done Requires
Burden for
convincing as (one page per better than poorly, frequent
speaker
live article). newsletter. contribute to replacement
if presentation has
presentation. May get lost, and clutter. .
to be repeated.
No audience may not be read May be May be
interaction. by all. relegated to forgotten
Not all “sloganeering” among other
organization cards in
possesses the wallet and
equipment. purses.
 these will become the primary considerations when making
decisions on how to implement Total Quality in the
organization.
Who: SCT
How: Discussion
Item and checklist. Weak-Strong Scale Comments
(1-5)
Customer focus-Internal 1 Concepts are not rooted in the
organization.

Customer focus-external 3 Most group recognize importance of

external customers.

Data Collection 3 We seem to collect lots of data

Data Analysis 2 But we don’t make good use of it

Statistical skills 4 A key strength

Problem solving 1 A serious weakness

Exceptional department -- manufacturing

 An ADVOCATE characteristics:

1. Innovator (likes to try new methods, new ideas about how to do

work)
2. Can-do attitude (have positive attitude toward work and new
challenges)
3. Unafraid of change.
4. Open to better ways (willing to try new ideas proposed by others)
5. Student Orientation (enjoys self-study, seminars, workshops, and
school)
6. Good performance record (consistently performs well in work)
7. Prior favorable experience (worked in another organization that
successfully implemented total quality.)
RESISTERS characteristics:

1.Can’t-do attitude (spend more time in convincing others

that something cannot be done)

2.Prefers Status Quo (takes comfort in the predictable

sameness of current ways of doing things)

3.Afraid of change.

4.Negative attitude (initial reaction to everything is negative)

5.Mediocre performance (job performance is less than

satisfactory)

6.Rebellious (work against anything and everything)

 serves as a starting point for making improvements.

THREE BASIC APPROACHES :

1. Survey designed and conducted by an outside consultant.
2. Survey designed and conducted internally.
3. Discussion and consensus by the Steering Committee

**repeated periodically to identify changes in attitudes .

**Assure confidentiality of their information.
**Emphasize the importance of honesty.
If a customer is satisfied, an organization needs to know
why. If a customer is not satisfied, an organization needs to
know what to improve.
RATIONALE: Survival in business world
Information collection: mail, telephone, and survey
(conducted continually on a monthly, quarterly, or annual basis but
not so often that the process becomes burdensome).
should solicit feedback from both external and internal
customers.
Customer Delight – happy with their relationship with your
company and won’t consider purchasing from the
competitors.
Review resources (physical and intellectual)
Best approaches in tailoring:
1. one that exploits the organization’s strengths.
2. accommodate weaknesses
3. considers the organizational culture
4. avoid number games (start small and build your experience)

Every implementation activity, including all team

projects should incorporate the
Plan/Do/Check/Adjust cycle.
 Roadblocks to implement Total Quality

• Lack of Leadership

•Lack of support from top management

•Having no set course for the implementation

•Countervailing agendas

•Failure to exploit strengths

•Failure to overcome weaknesses

•Failure to allow sufficient time

•Change-resistant culture

•Insufficient understanding of Total Quality

 select projects for which you have the necessary expertise
and willing workers who are likely to be favorably
disposed to total quality.
The selection of project is to promote a successful
implementation.
The Steering Committee should consider the following in
selecting the projects:
1. The organization’s strengths and weaknesses.
2. The personalities of those involved (it is best to select projects that
can be assigned to experts who are also enthusiastic supporters)
3. The organization’s vision and objectives (be firm on this point)
4. The project’s probability of success (it is wise to select projects
during early stages that offer near certainty of success, it is far
better to plan for continuous, incremental improvements)
Natural work team (consists of members that work
together everyday in the same department or unit) -
team that carry out improvement projects

Cross-functional teams (consists of members that came

from different departments) - this lay the foundation that
will help natural work team carry its task

In deciding who the actual members are the committee

will develop a checklist of desired characteristics,
mandatory characteristics is Total Quality advocate, has
necessary technical; skills, is unbiased in outlook, and has
nonvolatile temperament.
CASCADED TRAINING
Passing the training down from senior management to middle management
then to the rest of the employees.
ADVANTAGE: People are likely to work harder/ preparation for actual teaching
reinforce knowledge of the subject.
DISADVANTAGE: not everyone is effective teacher.
TRAIN DESIGNATED TRAINERS
ADVANTAGE: consistency of instruction.
use an OUTSIDE CONSULTANT to do the training
Steering Committee: instruct the team, overview of
the project, reporting requirements, the PDCA cycle
and TQ tools, schedule expectations, team
leadership, and team responsibility and authority.

Once a team is formed, its members’ names and its

responsibilities should be publicized.
Periodic feedback to Steering Committee is
necessary because:
1. they are responsible for the organization’s performance,
2. new teams are unknown and unproven,
3. With initial project, team lacks experience.
4. SCT must ensure that instructions aren’t misunderstood

SCT must stay in close contact with the work of its team,
especially in early stages. Neglect will lead to failure.

It is better to reject a team’s recommendation and explain

why, than to give no response.
RATIONALE: Only the customer can decide whether a product/service
is acceptable.
SOURCES FOR CUSTOMER FEEDBACK:
1. Warranty data (if product quality is low = frequent warranty claims)
2. Sales results.
3. Customer service department.
4. Distributors.
5. Unsolicited customer feedback (make sure that your company has a policy of directing
customer comments to the steering committee)
6. Customer visit (advantage is, the organization can clarify the customer’s problem)
7. Customer-satisfaction survey.
8. User groups and customer panels (steering committee should establish relationship
for mutually beneficial interaction with these groups)
RATIONALE: provides vital information on how well
the organization’s people, tools, and processes are
doing in the production or provision of its services.
walking around, questioning, listening, and by
conducting formal surveys (including survey data,
performance, attitudes, comments, absenteeism and
turnover rates, suggestions, job satisfaction, and
complaints.)
Used for identifying issues, selecting projects, identify
solutions.
Final step in one cycle.
Infrastructure - facilities, organizational, processes, procedures, rules,
award programs.
- underlying foundation in which organization depends
and grow continuously
RATIONALE: Total Quality requires it for continued survival and
prosperity.

Practices and procedures are either retained or changed based on

what most likely to make organization competitive.

all the steps will become more and more natural until, finally, they
become the way your organization operates.
“ Total Quality is a JOURNEY, not a destination. The goal is not
always be the highest performer at a particular time; the goal is to
constantly have the capacity, mindset, freedom, and the tools to
continuously re-create, improve, and change.”
Michelle Hunt, Director, Federal Quality Institute