Total Quality practices

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Total Quality practices HRM

• Presenter Akis Nicolaides
• Mediterranean Institute of
• Management
• Nicosia, Cyprus

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From an interview.
We are always two years before destruction

• Bill Gates

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Intensive Competitive Environment

• Survival
• Maintain / Increase market share

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Competitive Advantage

• A companys ability to achieve market superiority

• Cost(Price)
• Time
• Flexibility
• Technology
• Quality

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What is Quality?

• The degree to which the distinguishing
  features of a product or service fulfill the
  needs or expectations of the interested parties
• (ISO 90002000)

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Quality Management Development
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Total Quality

• Is a people- focused management system that
  aims at continual increase in customer
  satisfaction at continually lower real cost. TQ
  works horizontally across functions and
  departments, involves all employees, top to
  bottom, and extends backward and forward to
  include the supply chain and the customer chain.
  TQ stresses learning and adaptation to continual
  change as keys to organisational success

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Total Quality

• Is the unyielding and continually improving
  effort by everyone in an organisation to
  understand, meet and exceed the expectations of
  customers.
• Procter Gamble

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TQM-mim Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/ Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
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TQM HRM Linkage

• TQM and HRM are in pursuit of the same
  goals-profitability, productivity, a
  customer-oriented company and a motivated
  workforce
• P.Herbig

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TQM HRM Linkage

• To be fully successful and self- sustaining
  TQM requires an extensive refashioning of HRM
  practices
• R.J.Schonberger

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TQM HRM Linkage

• Successful implementation of various TQM
  practices are positively related to HRM
  functions
• T.H.Wagner

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HRM/TQM activities/practices
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Recruitment TQM

• The sloganeering of the quality gurus has been
  applied to recruitment and selection with talk of
  total quality recruitment, zero defect
  recruitment and right-first-time selection

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Appraisal TQM

• One impact of TQM is that organisations are
  now increasingly setting employee performance
  standards based on customer care indicators

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TQM-mim Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
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1a.Strategic Planning

• Many management teams have had difficulties
  transforming HRM into a strategic function,
  leaving the HR department in most companies
  focused on administrative and clerical tasks
• Down, Mardis,Connoly Johnson

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1a.Strategic Planning

• Human Resource Managers need to create the
  ability to visualize the future, to think
  systematically and to understand the complex
  forces that shape organisations
• L.Gratton

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1b.Leadership Practices in companies committed to
Total Quality

• Leaders create a strategic vision and clear
  quality values that serve as a basis for business
  decisions at all levels of the organisation
• Leaders set high expectations
• Leaders demonstrate substantial personal
  commitment and involvement in quality
• Leaders integrate quality values into daily
  leadership and management
• Leaders sustain an environment for quality
  excellence

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TQM-mim Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
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2a.Core Roles in Implementing a Quality
Strategy( Senior Management)

• Ensure that the organisation focuses on the needs
  of the customer.
• Act as Leaders through promoting the vision,
  mission and values of the company throughout the
  organisation.
• Identify the critical processes that need
  attention and improvement and the resources and
  trade-offs that must be made.

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2b.Core Roles in implementing a Quality
strategy( Middle Management)

• Middle Managers become facilitators
  encouraging participation, teamwork and the
  delegation of responsibility and accountability
  and this helps foster pride, job satisfaction and
  better work

• Need to transform Middle Managers into
• Change Agents
• Mark Samuel, Catalysts for
  change

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TQM-mim Model
3.Customer Satisfaction (Internal/ External)
4.Quality Planning
7.Continuous Improvement
5.Employee Involvement
6.Measurement/ Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
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3.Customer Satisfaction

• Customer starts with self, then with the
  people at work and finally, with the end-user of
  products or services

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about customers

• By offering quality services to our internal
  customers we help them deliver quality products
  /or services to our external customers.
• A.Pallada

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Breakthrough Perspective of Customer
Satisfaction

• Every day that goes by in which you have
  customers who are dissatisfied- or less than
  totally satisfied.
• You are working hard to put yourself out of
  business.
• You are feeding your competition!
• C.Hart

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TQM-mim Model
3.Customer Satisfaction Internal/ External
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/ Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
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4. Quality Planning

• Customers needs and expectations drive the
  planning process for products or services and the
  systems by which they are produced
• Saturate your company with the voice of the
  customer
• R.Whiteley, The customer driven company

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TQM-mim Model
3.Customer Satisfaction (Internal/ External)
4.Quality Planning
7.Continuous Improvement
5.Employee Involvement
Employee Involvement
6.Measurement/Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
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5.Employee Involvement

• Ownership
• Empowerment
• Teamwork

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5a.Ownership

•   Make people develop the feeling of ownership  
• "Taking personal responsibility for our jobs . .
  . for assuring that we meet or exceed our
  customers standards and our own. We believe
  that ownership is a state of mind and heart that
  is characterized by a personal and emotional
  commitment to approach every decision and task
  with the confidence and leadership of an owner".
•  
• Westinghouse

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5b.Empowerment

• Giving people the authority to make
• decisions and have control over their
  work
• Involve everyone in everythingleading by
  empowering people
• T. Peters

Just Do it Dana Commercial
Credit Corporation
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Empowerment

• Empowerment is a result of effective and
  sustained training which enhances the
  individuals self-esteem and his/her capability
  to solve problems and to make low-risk decisions

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Empowerment Information

• For employees to be empowered, information is
  a central component.There should be a move away
  from you will do this to this is why you will
  do this

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5c.Teamwork

• Teamwork is a result of successful empowerment
  of people within the organisation
• Human resources are the major assets of the
  organisation and their skills and brain power
  must be effectively honed and harnessed through
  training and participation in the development of
  companys mission/vision/plans(MVP)
• D.P.Grahn

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TQM-mim Model
3.Customer Satisfaction (Internal/ External)
4.Quality Planning
7.Continuous Improvement
6.Measurement/ Benchmarking
5.Employee Involvement
Measurement
1.Strategic Planning Leadership
2.Senior Middle Management
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6a.Measurement

• If you dont know how to measure
• you cant improve
• What gets measured gets done

The Cost of Quality is the key driving force of
TQM
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Cost of Quality
Failure
Total Cost of Quality
COST
Appraisal
Prevention
Quality awareness improvement
BS 6143 Part2
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Performance Management

• PM is the way employees are managed to achieve
  organisational goals, leading to sustainable
  competitive advantage
• A synthesis of HRM and TQM
• Ton van der Wiele

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6b. Benchmarking

• A continuous process to find and
• implement best practices that will
• lead to superior performance

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TQM Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
6.Measurement/Benchmarking
5.Employee Involvement
1.Strategic Planning Leadership
2.Senior Middle Management
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7.Continuous improvement

• The quest for sustained quality improvement
  requires committed leadership and this
  responsibility cannot be delegated

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Jurans steps for Continuous Improvement
More Opportunities
Nominate Projects, Evaluate projects, Select a
project
REPLICATE NOMINATE
IDENTIFY PROJECT
Design quality controls, foolproof the
remedy, audit the controls
Prepare a Mission select a team, verify the
mission
ESTABLISH PROJECT
HOLD the GAINS
DIAGNOSE the CAUSE
REMEDY the CAUSE
Analyze symptoms, Identify root cause(s)
Design Remedy, prove effectiveness implement
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Demings cycle for Improvement
Identify the problem
Implementation of the final plan and
standardization/ practicing of the improvements
Gather data determine Causes
Planning for Improvement
Determine if the plan is working correctly if
any further problems or opportunities are found
Implementing the plan on a trial basis
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Continuous Improvement ramp
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Implementation of TQM

• TQM isnt a one size that fits all programs.
  It needs to take conditions of each company into
  account
• E.E.Lawler

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TQM Organization Culture

• A successful total quality strategy needs
  to fit within the existing
• organization culture

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A General Managers advice on implementing TQM

• It is not a quick fix if they are expecting
  results overnight, they are not going to get
  them. It takes a long time and essentially
  requires the input of new ideas on a regular
  basis

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Total or Partial TQM?

• Companies seem to pick up bits and pieces of
  TQM and then report that they are operating TQM,
  when in reality most schemes appear an
  ill-matched mixture of quality circles, employee
  involvement, quality tools and quality management
  systems.

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Job security TQM

• Redundancies produce feelings of mistrust and
  fear among the workforce and are a poor
  foundation for an effective TQM program

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Probable reasons for Failure of TQM

• Problem of sustainability of leadership and
  purpose
• Absence of strategic communications and teamwork
  for quality improvement
• Poor understanding of the TQM principles and lack
  of commitment by upper management
• Not adequate Empowerment at all levels of the
  organisation

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A General Managers comments on the impact of TQM

• The application of TQM not only acts as a
  catalyst but also has significantly strengthened
  communication strategies, employee involvement,
  teamwork and empowerment techniques

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The success of TQM

• Relies not only on the understanding of the
  organisations survival pursuits, but it depends
  also on the HRM department for its expertise in
  key processes, namely, recruitment and selection,
  appraisal, training and reward systems

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A Case Study

• Commitment to Quality through the Involvement
  of People
• (Cyprus Telecommunications Authority)

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The Ladder to Commitment
Commitment
Awakening
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The Ladder to Commitment
Commitment
Involvement
Active Participation
Presence - Participation
Awareness
Awakening
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The EFQM Excellence Model

(www.efqm.org)
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We need to offer people the opportunity to climb
all the steps
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They are not all at the same step at the same time
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The Width of the Staircase
Wide for Coverage
Narrow for Focus
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Epilogue

• A Quality system resembles a new car without
  petrol perfect in every respect, but it will not
  go. The quality fuel is staff attitude and
  motivation.
• P.Jackson D. Ashton

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Remember

• Nobody can force you to do this
• survival is not compulsory
• Dr. W. Edwards Demming