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TOTAL QUALITY MANAGEMENT

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Sahara Isabel Martinez Janne

on 21 October 2014

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Transcript of TOTAL QUALITY MANAGEMENT

Understanding the customer's needs
And design
What's the relationship?
“The organization focused on quality is designed to be flexible in present and future actions. Its cost is the need to control.”

Quality of designing
Marketing and designing
Organizational Structure
What's designing?
Who is the customer?
Monday, February 17, 2014
Sara Mèndez , Angela Parra And Sahara Martìnez
Basic requirement to GCT (Oakland,1989)
Quality planning
strategic leadership with quality
LEADERSHIP
TOTAL QUALITY MANAGEMENT
Motivation theories
DESIGN
In the conventional way..
Strategy of managers to give a product that accomplish with specifications and requirements of the client
In the quality focus..
The quality element on designing products help to ensure and accomplish that quality products are sold in a competitive way and understanding what do clients want.
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The optimal relationship between marketing and designing look for product development in the quality required.
Deming (1986)
" Suitable for the purpose"
Juran (1974)
"Suitable for the use"
Crosby (1979)
"accordance with customer's needs"
Peter drucker
There's two ways to be in a superior level, either for being on customer's mind or for an exceptional service
Quality means having customer's needs always in mind, but also having value added for that needs.
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" Marketing is offering a product or service to satisfy client, with a benefit. It's the social process and managing by people and groups get what they want and need , exchanging products and services". (Kotler,1991)
Quality or marketing ? what's more real?
"Everyone at the organization have a supplier and client, because everyone have a part of the process that also have a supplier and customer." (JURAN)
Marketing = Data
Identifying clients
WHO IS THE CLIENT?
Market: "group of clients sharing needs and likes in a similar way" (kotler,1991)
The segmentation helps to classify the clients or possible clients in groups, with needs, characters and behavior in similarity
Demography.
Geography.
Psychology.
Other factors.
Having always in mind:
The output quality
non-accordance impact-
QUALITY SERVICE CULTURE
O'hara y Frodey (1993)
Quality service have to be applied to all organizations,including fabrication companies with quality focus.
Mefford, 1993
Quality service have been forgotten by fabrication companies who haven't been Thoughtful about it.
William and zigli, 1987
it have been some progress on quality and service parameters, but looseness and manufacturer's mind are getting it difficult.
Albrecht And Zemke , 1985
Quality service can offer an effective mechanism to interdepartmental relationships and also helps to have a positive relationship with client in service; to understand it, we have to have a quality focus.
Denburg and kleiner, 1993
is intangible, perishable produce no inventory and are not suitable for sampling
Judgements about quality service are functions of customer's spectates , and they are cataloged in five global dimensions
Reliability, tangibility, interest, security and empathy
This makes services more subjective to study, that's why we have to have a service strategy
The planning is the first function of the direction, is orientated to the future and creates the directives for the whole organization, for what his importance must not stop being on accentuated.

If it is not planned correctly one will lose resources energies and reputation obtaining exercises without results destined for the failure
INTRODUCTION
What to plan for ?
To plan means to be
prepared for the change. For the majority of companies this means a change devised more or less every twelve months.

To evaluate the past and the present to assure the best possible future

To determine the course of performance more objectively and prudently, given the expressed circumstances

To take to end the action and to monitor the results

Planning Means.....
Advantages
Disadvantages
The capacity offers the aptitude to be pro actively
and to anticipate future events and to establish necessary actions altar positive mind to face them. 3 important reasons:
1. Decrease of the lapse of time between the decisions and the results that are obtained of these decisions.
2. Increase of the complexity of the organizations
3. Increase of the international competitiveness

What for is it necessary quality planning ?
who is the person in charge of planning for the quality?
in classical strategic planning is top
management that has this responsibility. This centralized in form and execution. divisions or departments have the responsibility to put into practice the results of the development of the mission objectives and strategies of the organization

Quality Planning? is vital to the
competitiveness of an organization. the strategic quality management is the process of establishing quality objectives and define long-range approach to meet those objectives

the planning process of quality
the overall planning process is to develop quality
in an organization: analysis of the environment, quality mission, establishing a quality policy, attract strategic quality goals, establishing action plans quality, implementing the strategy of quality, control and evaluate the performance of the quality

QUALITY PLANNING PROCESS
Environment analysis
is required to ensure that all customer’s requirements are achieved eg: an analysis of strengths weaknesses opportunities threats dofa

Quality mission
a key element is the development of the mission of the organization quality. address and an indication to all stakeholders of what is important to the organization

Establishing a quality policy
one of the responsibilities of management is to set the quality policy. must be related to the positive commitment and belief in the philosophies, principles and practices of quality.


Defining strategic objectives of quality
an objective should be possible to determine operative be measurable, concreteness.

Implementing Quality strategy
one of the most important phases of the planning process quality is its application.

BENCHMARKING
Some definitions
Bemowski (1991)
" Measure our acting in front of another companies of similar characteristics and determine how they accomplish their objectives using actual information about our company"
Durgesh y Evans (1993)
"continuous, structured process that uses superior acts and competitive advantages"
Shetty (1992)
"Benchmarking results don't have to satisfy competitiveness but it have to be better than that".
Main (1992)
"One of benchmarking critical points it's the identification of superior processes that helps to find continuing improvements to be evaluated in quality planning process"
BENCHMARKING OBJECTIVES
Define apropiate characteristics of recipient process to compare it.
Develop the acting data (in or out) of the organization.
Compare and evaluate the process with related data with measured characteristics.
Develop measures of continuing improvements with new data.
Apply to the process all planed changes.
Efficacy control of both changes.
BENEFITS
Provision of numeric objectives and indicators of relative acting.
The development of innovative ideas implemented by other organizations.
Generates an outside vision, meanwhile critical elements of managing and processes are looked.
Influence the information of high management about competence.
Helps learning culture create continuing improvements.
Sharing information with all members.
The point of no more improvements
Fashion
Legal and ethical therms
dependence
LIMITATIONS
BENCHMARKING
TYPES
Internal Benchmarking
it's a method to discover new process knowledge, in general through other departments or groups.
Competitive
Benchmarking
It requires competence that admit and help in improvements between all companies.
Inter-industrial
Benchmarking
Are evaluations between operations in different industries.It helps to adopt generic competitive practices inter-industrialists.
QUALITY SERVICE STRATEGY
An effective organization involves the development of structural tasks, processes and resources.
It should offer action flexibility and basis to respond to internal and external changes.

ORGANIZATION
Development of a clear work environment with tasks that help direct the behavior of people in order to reach the goals.
Equilibrate control with the flexibility.
The structure offers support where the quality stands.

ORGANIZATIONAL STRUCTURE
Organizational subunits
The structure determines the strategy and not the other way.
Ambiguous responsibilities and tasks.

PROBLEMS OF STRUCTURE
Determine operative relations between
the specialization of work, the amount of delegation and authority, and control.
Three factors according to Child (1977).
Limitations of organization charts.

ORGANIZATIONAL DESIGN
Mechanistic
Organicist
Matrix

MODELS OF ORGANIZATIONAL DESIGN
It’s an important aspect to a quality oriented organization.
The people must be educated and be motivated to do the job.

JOB DESIGN
FACTORS INFLUENCING COORDINATION
Degree of formalization
Control Span
Low quantity of problems
High leadership
Strong motivation elements
Additional support
Authority
Delegate

Degree of authority dispersion in a organization.
Decentralized organizations have quick response to:
Competitive pressure.
The change of client needs.
Development of skills to make decisions.
Responsible autonomy.

CENTRALIZATION AND DESCENTRALIZATION
Designing a quality service strategy requires : a prepared and applicative strategy to develop and distribute coherently quality services, also client oriented personal, internal or external. All this with suitable client systems.
Other requirements (to be measured)
1. outline or actual frequency of behavior service.
2. necessary motivation to offer a behavior service.
3. quality improvements and the quantity of distributed service.
BENEFITS OF HAVING QUALITY SERVICE CULTURE
firmness
Focus
knowledge
formation
team work
control
marketing planning
MARKETING MIX
" Group of controllable variables that the company uses to produce the wnated reaction in an objective market" (kotler,1991)
SOME TOOLS TO MARKETING PLANNING IN PRODUCT DESIGNING
1. Deployment of quality functions
2. quality house
3. Taguchi methods.
Theory on the leadership
the leadership is an attempt of influencing the individuals of a positive way when tasks and responsibilities to take to end that the leader thinks that they are important. The leaders execute using the power of an effective way the power appears of the following forms: i legitimize, give reward, based on the experience, coercible, based on the information and of reference. they suffer to exist three categories of leadership are: qualities, give behavior, situational. it is for this that i develop the car leadership to have a management of a group and to orientate her to the quality.
the motivation can turn as a force generated by the persons, directed the fulfillment of internal and external aims. which generates likewise an inertia in the behavior. the nature of the motivation indicates probably one performance you present it is works of the task, the complexity of the process of the task, individual capacity, the motivation hospitalizes and the factors of the exterior environment

Leadership is not an individual orientation, its a group orientation.
A quality leadership must be or have:
Clear and consistent
Flexible method
Strategic objective
An equilibrium between direction and the autonomy of employees.
Manager is a leader in process. An organization in learning.

LEADERSHIP FOR QUALITY
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