TQM Phase O: Preparation Quality Management principles dictate that buyers specify what they want, when they

want it, and how much will they pay for it.

What Quality Means Thomas H. Berry defines quality in this manner. A customer who buys your product or service has certain expectations. If the product or service meets or exceeds those expectations time and time again, then, in the mind of that customer, it is a quality product or quality service Why You Need Quality Jose Silva elaborates that: 1. 2. 3. 4. Customers are becoming sophisticated; Competition is becoming more intense; Cost Increase, which can only be countered by continuous productivity improvement; and Crisis. You must be ready for it when it comes.

The Four Cs of TQM 1. Commitment a decisive personal or organizational choice to follow through on an agreedupon plan of action. Workers will be committed to quality to the extent that management is committed. Example: If the management is not committed to training the workers, they cannot produce the goods or services to the customers requirements. 2. Competence Along with commitment, quality goals require actions and attitudes based on competence. Competence is based on knowledge. No matter what type of job you are doing, you must be competent to do it. 3. Communication the purpose of communication is to achieve mutual understanding. The definition of communication comes from the latin word communis meaning common. 4. Continuous Improvement - Kaizen, also known as continuous improvement, is a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality. Kaizen can be applied to any kind of work, but it is perhaps best known for being used in lean manufacturing and lean programming. If a work environment practices kaizen, continuous improvement is the responsibility of every worker, not just a selected few.

Kaizen can be roughly translated from Japanese to mean "good change." The philosophy behind kaizen is often credited to Dr. W. Edwards Deming. Dr. Demming was invited by Japanese industrial leaders and engineers to help rebuild Japan after World War II. He was honored for his contributions by Emperor Hirohito and the Japanese Union of Scientists and Engineers. Visions of a Company From the Outside 1. Has good value in the marketplace; 2. Has honest advertising free of gimmickry; 3. Has well trained of salespeople; 4. Is good to do business with; 5. Is a good citizen; 6. Is growing in influence; and 7. Is known as a good place to work. From the Inside 1. Is concerned about the customer; 2. Is concerned about quality; 3. Everyone is kept informed; 4. Helps employees to do a better job; 5. The purpose of the organization is understood; 6. Everyone is trained and education is emphasized; and 7. Decision- making is based on data.

TOTAL ORGANIZATIONAL DEVELOPMENT AND IMPROVEMENT PROGRAM (TODIP) A TODIP has four basic components which are: 1. Human Resource Service- serves as a core group that is charge with the task of implementing and maintaining TODIP. Right from the beginning, the group is involved in the activities concerning the institution of the program. 2. Communication- deal primarily with the dissemination of information on the basic concepts of productivity in order to create awareness of the need for productivity improvement, generate and maintain interest so that the benefits of TODIP can be fully appreciated, and solicit the support and recognition that would ensure the continuity of the program. 3. Training and Development The core groups that are essential for the continuity of the program. Basic knowledge, skills and responsibilities on productivity measurements and analysis, problem-solving, as well as managing or organizing small group activities, among others, are important to the group. 4. Evaluation- involves both diagnosis and monitoring. Productivity indicators are establishes in the diagnosis phase to determine priority areas for improvement. These indicators are then incorporated into the monitoring system whereby periodic checks are made between actual productivity level and productivity target.

Organizational Performance Appraisal (OPA)

It is a quantitative approach to diagnosis. It is a study of general trends of specific profitability and productivity ratios derived from financial statements for the past three years or more. The purpose of OPA is to diagnose problem areas. This is achieved through the establishment of corporate wide- productivity indicators that will be used for preliminary diagnosis and for continuous monitoring and control.

Sources: http://books.google.com.ph/books?id=bTUtd2R5LeYC&pg=PA78&lpg=PA78&dq=4+C's+of+TQM&source =bl&ots=Azfqhy6y54&sig=lEYVy-JdX6ReycM871Uwcx1PYI&hl=tl&sa=X&ei=3DbzTtmiBMSjiQf91623AQ&ved=0CCwQ6AEwAg#v=onepage&q=4%2 0C's%20of%20TQM&f=false http://searchmanufacturingerp.techtarget.com/definition/kaizen

4c's of tqm Visions of a Company- Outside Vision of a company - Inside TODIP OPA