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Building and Sustaining Total Quality Organizations

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James Perdido

on 1 March 2015

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Transcript of Building and Sustaining Total Quality Organizations

Making the Commitement to TQ
3 Obstacles to TQ implementation

Lack of a strong Motivation
Lack of time to devote to quality initiatives
Lack of a formalized stretegic plan for change

1. Learn to think like top executives who are paid, after all, to satisfy the concerns of three key groups of stakeholders: customers, investors, and employees.
2. Position Quality as a way to address the priority goals of the 3 groups of stakeholders
5. When approaching top management, make your first pitch to someone whoe is likely to be sympathetic to your proposal
6. Focus on getting an early win, even if it's a small one

7. Be sure your efforts won't be undercut by corporate accounting policies that may exaggerate the cost of quality or fail to recognize its full financial benefits
3. Align your objectives with those of senior management.


4. Make your arguments as quantitive as possible
Building and Sustaining Total Quality Organizations
10 Ways to sell TQ concept to Senior Leaders
8. Develop allies

9. Develop metrics for return on quality, so you can show that your efforts are paying off

10. Never stop selling quality
Organizational Culture and Total Quality
1. Function: a task or group of tasks to be performed that contribute to the mission or purpose of an organization

2. Process: a set of steps, procedures, or policies that define how a function is to be performed and what results are expected

3. Ideology: A set of values or beliefs that guide an organization in the establishment of its mission, processes, and functions
Culture

-an organization's value system and its collection of guiding principles
Core Values and Concepts of High-performing TQ Organizations
visionary leadership
customer driven
organizational and personal learning
valuing employees and Partners
Agility
Focus on the future
Managing for inovation
Management by Fact
Social Responsibility
Focus on results and Creating Value
Systems perspective
Best Practices
-those that are recognized by the business community to lead successful performance
The Role of Employees in Cultural Change
Senior Management-
1. Ensure that the organization focuses on the needs of the customer
2. Cascade the mission, vision, and values of the org. throughout the org.
3. Identify the critical processes that need attention and improvement
4. Identify the resources and trade-offs that must be made to fund the TQ activity
5. Review Progress and remove any identified barriers
6. Improve the macro processes in w/c they are involved, both to improve the performance of the process and to demonstrate their ability to use quality tools for problem solving

Middle Management
1. Empowerment
2. creating a common vision of excellence
3. New Rules for playing the org. game
4. Implementing a continuous improvement process
5.Developing and retaining peak performers


The Workforce

-If total quality does not occur at the workforce level, it will not occur at all.
-Workforce implements quality policies
CHANGE MANAGEMENT
-helps define the steps necessary to achieve the desired outcomes
Example:
American Express' change process
1. Scope the change: Why are we doing this?
2. Create a vision: What will the Change look like?
3. Drive Commitment: What needs to happen to make the change work?
4. Accelerate the transition: How are we going to manage the effort on an ongoing basis?
5. Sustain momentum- What have we learned and how can we leverage it?



Implementation Barriers to Creating a TQ Culture
Lack of Constancy of Purpose

Lack of Holistic view of Quality

Lack of understanding cultural issues and the tendency to imitate others
Sustaining the Quality Organization
Quality as a journey
Successful TQ organizations realize that quality is a never-ending journey
The Learning Organization
4 stages of learning

1. Unconscious incompetence: you don't know that you don't know
2. Conscious incompetence: you realize that you don't know
3. Conscious competence: you learn to do, but with conscious effort
4. Unconscious competence: performance effortlessly
Self-Assessment Processes
self-assessment- the total evaluation of processes and performance
should address the ff:
Management involvement and leadership
Product and process design
Product Control
Customer and supplier communications
Quality improvements
Employee participation
Education and training
Quality information
Leveraging Self-Assessment: Following-up
1. Prepared to be humbled
2. Talk through the findings
3. Recognize institutional influences
4. Grind out the follow-up
IMPLEMENTING ISO 9000, BALDRIDGE,
AND SIX SIGMA

ISO 9000: how to implement
Quality Policy
- identifies key objectives of products and services
Mgmt. must identify & provide appropriate resources to achieve the objectives set forth in their quality policy
Quality Manual
- serves as a permanent reference for implementing & maintaining the system.
Internal Audits
covers the maintenance of the system to be kept up to date
4 Barriers to successfully implementing ISO 9000
1. Misinterpretation of the requirements

2. Overcontrol of the Quality system

3. Excessive implementation

4. Failing to identify current gaps in requirements
Baldridge: how to implement
1. don't wait until you're ready
2. It takes longer than you think
3. everyone must be involved and understand what's important
4. It's important not just to understand the Baldridge criteria, but also to understand the connections among the criteria
5. In well-run org.'s, everything is intentional
6. Never confuse activity with accomplishment
7. You don't know what you don't know until someone tells you
8. so, you say you want to be exceptional. . .prove it
9. if you,re in this to win, don't bother
10.leadership is not seeing which way the parade is moving and running to the front
Six Sigma: how to implement
key principles:
Committed leadership from top mgmt.
integration with existing initiatives, business strategy, and performance measurement
process thinking
disciplined customer and market intelligence gathering
a bottom-line orientation
leadership in the trenches
training
continuous reinforcement and rewards
5 universal practices

1. cycle-time analysis
2. Process value analysis
3. process simplification
4. strategic planning
5. formal supplier certification programs
Full transcript