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Anatomy of Strategic Quality Managment

The document discusses different models for planning including the synoptic, incremental, transactive, advocacy, and radical models. It then discusses Total Quality Management (TQM) and how it is an integrated effort to improve quality at every level of an organization. Finally, it introduces William Edwards Deming and his fourteen principles for transforming business effectiveness through a focus on continuous quality improvement.

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GRADUATE SCHOOL RESEARCH EXTENSION PRODUCTION I N I T I A L I Z I N G INSTRUCTION PANGASINAN STATE UNIVERSITY Urdaneta City Campus RESEARCH EXTENSION PRODUCTION INSTRUCTION RESEARCH EXTENSION PRODUCTION INSTRUCTION
 
Presented By: ALVIN PEREZ ABALOS, CE Master in Management Engineering ME 217 - 2 nd Sem 2011-2012
 
SYNOPTIC MODEL Comprehensive and systematic. It compare alternatives using quantitative analysis. Relies on cause & effect theory Four classical elements: Goal-setting Identification of policy alternatives Evaluation of means against ends, Implementation of policy.
INCREMENTAL MODEL No effort at comprehensiveness — consider policies in relation to current and past practices. Its goals, values and alternatives are considered together. It has an inadequate data. A model which believes in “succession of limited comparisons” instead of theory.
TRANSACTIVE MODEL Its approach focuses on the intact experience of people's lives revealing policy issues to be addressed. Refers to the evolution of decentralized planning institutions that help people take increasing control over the social processes that govern their welfare.
ADVOCACY MODEL The advocacy model grew up in the sixties rooted in adversary procedures modeled upon the legal profession, and usually applied to defending the interests of weak against strong-community groups, environmental causes, the poor, and the disenfranchised against the established powers of business and government.
RADICAL MODEL An ambiguous tradition, with two mainstreams of thinking that occasionally flow together. One version is associated with spontaneous activism, guided by an idealistic but pragmatic vision of self-reliance and mutual aid.
Is a systematic planning process involving a number of steps that identify the current status of the association, including its mission, vision for the future, operating values, needs (strengths, weaknesses, opportunities, and threats), goals, prioritized actions and strategies, action plans, and monitoring plans.
WHAT IS TOTAL QUALITY MANAGEMENT (TQM)? An integrated effort designed to improve quality performance at every level of the organization. The creation of an organizational system that Fosters cooperation and learning for facilitating the implementation of process management practices, which, in turn, leads to continuous improvement of processes, products, and services as well as to employee fulfillment, both of which are critical to customer satisfaction, and ultimately, to firm survival ( E. Deming).
William Edwards Deming (October 14, 1900 – December 20, 1993) - He was an American statistician, professor, author, lecturer, and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing and sales (the last through global markets) through various methods, including the application of statistical methods.
William Edwards Deming (October 14, 1900 – December 20, 1993) - Deming offered fourteen key principles for management for transforming business effectiveness. The points were first presented in his book “Out of the Crisis” . Although Deming does not use the term in his book, it is credited with launching the Total Quality Management movement.
1. Create a constant purpose toward improvement. Plan for quality in the long term. Resist reacting with short-term solutions. Don't just do the same things better – find better things to do. Predict and prepare for future challenges, and always have the goal of getting better.
2. Adopt the new philosophy.   Embrace quality throughout the organization. Put your customers' needs first, rather than react to competitive pressure – and design products and services to meet those needs. Be prepared for a major change in the way business is done. It's about leading, not simply managing. Create your quality vision, and implement it.
3. Stop depending on inspections.   Inspections are costly and unreliable – and they don't improve quality, they merely find a lack of quality. Build quality into the process from start to finish. Don't just find what you did wrong – eliminate the "wrongs" altogether. Use statistical control methods – not physical inspections alone – to prove that the process is working.
4. Use a single supplier for any one item.   Quality relies on consistency the less variation you have in the input, the less variation you'll have in the output. Look at suppliers as your partners in quality. Encourage them to spend time improving their own quality – they shouldn't compete for your business based on price alone. Analyze the total cost to you, not just the initial cost of the product.
5. Improve constantly and forever. Continuously improve your systems and processes. Deming promoted the PLAN-DO-STUDY-ACT approach to process analysis and improvement. Emphasize training and education so everyone can do their jobs better. Use KAIZEN as a model to reduce waste and to improve productivity, effectiveness, and safety.
6. Use training on the job Train for consistency to help reduce variation. Build a foundation of common knowledge. Allow workers to understand their roles in the "big picture." Encourage staff to learn from one another, and provide a culture and environment for effective teamwork.
7. Implement leadership. Expect your supervisors and managers to understand their workers and the processes they use. Don't simply supervise – provide support and resources so that each staff member can do his or her best. Be a coach instead of a policeman. Figure out what each person actually needs to do his or her best. Emphasize the importance of participative management and transformational leadership.
8. Eliminate fear. Allow people to perform at their best by ensuring that they're not afraid to express ideas or concerns. Make workers feel valued, and encourage them to look for better ways to do things. Ensure that your leaders are approachable and that they work with teams to act in the company's best interests. Use open and honest communication to remove fear from the organization.
9. Break down barriers between departments. Build the "internal customer" concept – recognize that each department or function serves other departments that use their output. Build a shared vision. Use cross-functional teamwork to build understanding and reduce adversarial relationships. Focus on collaboration and consensus instead of compromise.
10. Get rid of unclear slogans. Eliminate the use of slogans, posters, and exhortations for the workforce, demanding zero defects and new levels of productivity, without providing methods. Such exhortations only create adversarial relationships; the bulk of the causes of low quality and low productivity belong to the system, and thus lie beyond the power of the workforce.
11. Eliminate management by objectives Look at how the process is carried out, not just numerical targets. Deming said that production targets encourage high output and low quality. Provide support and resources so that production levels and quality are high and achievable. Measure the process rather than the people behind the process.
12. Remove barriers to pride of workmanship. Allow everyone to take pride in their work without being rated or compared. Treat workers the same, and don't make them compete with other workers for monetary or other rewards. Over time, the quality system will naturally raise the level of everyone's work to an equally high level.
13. Implement education and self-improvement. Improve the current skills of workers. Encourage people to learn new skills to prepare for future changes and challenges. Build skills to make your workforce more adaptable to change, and better able to find and achieve improvements.
14. Make "transformation" everyone's job. Improve your overall organization by having each person take a step toward quality. Analyze each small step, and understand how it fits into the larger picture. Use effective change management principles to introduce the new philosophy and ideas in Deming's 14 points.
to be continued . . .