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TQM Game Plan Presentation Based on The Publications on TQM implementation in USA & Japan by Mr.Joseph R. Jablonski - A Quality expert for more than two decades in USA

Case studies of / experience of Companies like Xerox Corporation, Suzuki Corporation, Canon, Jatco etc.

My Personal experience of over 8 years in implementing TQM as a facilitator - cum - coordinator -cum - trainer in different Companies.

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TQM Game Plan

Presentation Coverage
Recap Brief - Information sharing
PARADIGM Shift

Five - Phase Approach to Implementation Implementation schedule - some illustrations TQM Planning Inventory (TQMPI) Some likely Resistance-to-change issues and how they could be overcome/ addressed Estimating Implementation Resources (Budget) Conclusion
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Road map to TQM

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Highlights of the write up on TQM - An analytical view Change is inevitable in our business

To successfully implement any change process, we must address the systems & management processes in our business and basic behaviour of our people to facilitate this change TQM - implementation will effectively facilitate these change processes. Companys who have adopted TQM witnessed a great deal of corporate change in the past few years. One of the major trends in the industry is shift towards fewer Managerial positions with more teams & informal leaders. Today the teams do most of the tasks & they are accountable. In TQM organization, the Manager is seen more as a COACH, LEADER, TEACHER or ADVISOR and encourages TEAM WORK which is selfdirected and self- motivated.

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QUALITY PAYS
The U.S General Accounting Office (GAO) had conducted a survey in 95-96 of the 20 high scoring companies who were awarded the Malcolm Baldridge National Quality Award (The highest quality award in U.S.A. equivalent to the DEMING Prize in Japan). The result of the survey says -though each company has its unique approach to implementing TQM in its unique environment - in nearly all cases achieved -better employee relation -greater customer satisfaction --higher productivity -improved profitability -increased market share Similar results have been seen in companies that have applied for the prestigious DEMING Prize in Japan Indian Companies who have adopted TQM have gained similarly.
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QUALITY PAYS
Result of another survey conducted by The Conference Board Inc. - A New York business research group who surveyed top 150 U.S corporations about their quality management practices. Of the 149 firms responding, 111 had a TQM programme already in place and 13 said they plan to initiate TQM. A similar study in Japan says all 150 top corporations have TQM in Practice. It is a general belief in Japan today that it is the TQM approach to business which has transformed Japan from copier in technology to leadership in technology in many business in the world

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PARADIGM SHIFT
Team Elements Necessary to Implement TQM

Existing Organization Hierarchy

Directors / VPs / GMs

Team Elements

Corporate council

Process Action Teams (PATs)

Managers

Support Services

Workforce / staff
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Total Employee Involvement

Mission Strategic Planning New Products TOP Quality systems Management Task Force CFT/SIT QCC Falicitation DRAM QC Circles TEIAN 5S

MIDDLE

SHOP FLOOR

FACT BASE EFFECTIVE UTILISATION OF PEOPLE POWER

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Overview:Five-Phase Approach to Implementation

Overvie w

The Five-Phase Approach

Phase 4 Phase 3 Phase 2 Phase 1 Phase 0

Diversification Implementation

Assessme nt Planning Preparation

Schedule

Schedule and Interrelationships

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Phase 0 Preparation
Decision to Consider TQM Key Executive Training Formation of TQM council Assess Need for Consultant Strategic Planning Vision Statement Corporate Goals Corporate Quality Policy Corporate Communication Decision to Proceed
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Phase 1
Form Team Council Training Identify Expectation for Results Identify Obstacles Select TQM Coordinator Train TQM Coordinator Strategic Planning (Continued) Corporate Objectives Corporate Tasks Corporate Performance Measurements Select Approach to Prioritize Processes Select Processes for Improvement Bring Support Services on Board Develop Implementation Schedule Develop Implementation Budget Decide to Proceed

Planning

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Phase 2 Assessment
Quick - Assessment Self - Assessment Customer Survey Organizational Assessment TQM Planning Inventory Training Feedback

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Phase 3 Implementatio
n Select Support Personnel Train Support Personnel Management Training Workforce training Form PATs PAT Training Executive Reinforcement First Success Story

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Phase 4 Diversification
Communication to Suppliers Initial Training Identify Priorities to Strategic Suppliers Modify Competitive Solicitations to reflect Quality Focus Supplier Certification Supplier Reduction Begins Ongoing Supplier Support Communication to Subordinate Organizations Initial Coordination Initial Training Ongoing Subordinate Organization Support Networking
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Phase / Inventory Item

0.1 0.2 0.3 0.4 0.5 0.5.1 0.5.2 0.6 0.7 0.8 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.7.1 1.7.2 1.7.3 1..8 1..9 1..10 1..11 1..12 1..13 Decision to Consider TQM Key Executive Training Assess Need for Consultant Select Consultant Strategic Planning Vision Statement Corporate Goals Corporate Quality Policy Corporate Communication Decision to Proceed Form Team Council Training Identify Expectations Results Identify Obstacles Select TQM Coordinator Train TQM Coordinator Strategic Planning (Continued) Corporate Objective Corporate Tasks Corporate Performance Measurements Select Approach to Processes Select Processes for Improvement Bring Support Services on Board Develop Implementation Schedule Develop Implementation Budget Decide to Proceed

Example Implementation Schedule

Jan Feb Mar Aprr

May

Jun

Jul

Aug

sept

Oct

Nov Dec

Developed,then Updated Annually

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Phase / Inventory Item

2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 4.1 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.2 4.2.1 4.2.2 4.2.3 4.1.1 Quick - Assessment Self - Assessment Customer Survey Organizational Assessment TQM Planning Inventory Training Feedback Select Support Personnel Train Support Personnel Management Training Workforce Training Form PATs PAT Training

Example Implementation Schedule

Jan Feb Mar Apr

May

Jun

Jul

Aug

sept

Oct

Nov Dec

Executives,then Management & Labor

Ongoing from All On & Off-Site Training

Executive Reinforcement First Success Story Communication to Suppliers Initial Training After First Success Story Identify Priorities to Select Strategic Suppliers Modify Competitive Solicitations to Reflect Quality Focus Supplier Certification After First Success Story After First Success Story Supplier Reduction Begins Ongoing Supplier Support After First Success Story Communication to Subordinate Organizations Initial Coordination Initial Training Ongoing Subordinate Organization Support Ongoing Month 13 and Thereafter Networking Depending on Your Position Within Implementation Process 16 of 28

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Total Quality Management Planning Inventory (TQMPI) (Cont.)

Phase / inventory Item
0.0 Phase 0 : Preparation 0.1 Decision to Consider TQM 0.2 Key Executive Training 0.3 Assess Need for Consultant 0.4 Select Consultant 0.5 Strategic Planning 0.5.1 Vision Statement 0.5.2 Corporate Goals 0.6 Corporate Quality Policy 0.7 Corporate Communication 0.8 Decision to Proceed 1.0 Phase 1 : Planning 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.7.1 1.7.2 1.7.3 1.8 1.9 1.10 1.11 1.12 1.13 Form Team Council Training Identify Exceptions for Results Identify Obstacles Select TQM Coordinator Train TQM Coordinator Strategic Planning (Continues) Corporate Objective Corporate Tasks Corporate Performance Measurements Select Approach to Prioritize Processes Select Processes for Improvement Bring Support Services on Board Develop Implementation Schedule Develop Implementation Budget Decide to Proceed ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) )

Done

In Progress

To be Done

Not Applicable

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Total Quality Management Planning Inventory (TQMPI) (Cont.)

Phase / inventory Item 2.0 Phase 2 : Assessment 2.1 Quick - Assessment 2.2 Self - Assessment 2.3 Customer Survey 2.4 Organizational Assessment 2.5 TQM Planning Inventory 2.6 Training Feedback 3.0 Phase 3 : Implementation 3.1 Select Support Personnel 3.2 Train Support Personnel 3.3 Train Management 3.4 train Workforce 3.5 Form PATs 3.6 PAT Training 3.7 Provide Executive Reinforcement 3.8 Offer First Success Story 4.0 Phase 4 : Diversification 4.1 Communication to Suppliers 4.1.1 Provide Initial Training 4.1.2 Identify Priorities to select Strategic Suppliers 4.1.3 Modify Competitive Solicitation to Reflect Quality Focus 4.1.4 Certify Suppliers 4.1.5 Begin Supplier Reduction 4.1.6 Provide Ongoing Supplier Support 4.2 Communication to Subordinate Organizations 4.2.1 Initial Coordination 4.2.2 Initial Training 4.2.3 Ongoing Subordinate Organization Support () 4.3 Networking

In Done
( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) )

To be Done
( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) )

Not Applicable
( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) )

Progress
( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) )

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Some Likely Resistance -to-Change Issues and How They Might Be Overcome

Potential / Probable Issues

Management doesnt care.

Suggested Solution or Approach

We now realize the importance and value of our employees. Through TQM we wish to bring the workforce into the corporate decision-making process on issues affecting careers and their jobs. Participate management is a basic part of TQMs definition The principles and tools of TQM have been successfully applied throughout thousand of service and manufacturing organizations. Our goal is to learn the basics of TQM so we can begin creating success stories within our own company. Yes,the implementation of TQM will cause all of us to sacrifice precious time. We will all be doing double duty, but this investment will yield great dividends. This initiative will actually save us time and money in the long term and will make us more competitive Yes, turn over at all levels is always a problem. If we demonstrate success early on, and establish ourselves as being on track, no future staff will argue with our proven success, and can continue the TQM process of improvement

I dont believe TQM can work in our company.

We do not have the resources to support this initiative

There is no continuity of leadership to support this initiative

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Estimating Implementation Resource Budget

Budget Head
1.Off Site Training & . Travel . 2.Time Away from the Job . . 3.TQM Coordinator and . Support personnel .(Full or Part time) . 4.Training Aids 5.Facilities 6.Library Materials . (for TQM) 7.Consulting Support . 8.Course Development .

Illustration

Value / Cost

>Attendance at several public workshops >gather Man-hours & cost of information for planning & decision making.>Travel training/ person & >Registration fees >Food >Transportation etc Actual expenses/trip

>Employee Training Time >Time spent for PAT

Meetings/Work >Project Work etc. etc (Largest cost of implementation) >Individual invest in training, coordinating, Consulting, facilitating & in other functions.

Man-hours cost in terms of salary Compensation/Person (CTC).

>Training material >binders >transparencies etc etc. Actual expenses incurred >Rentals for space ,audio/visual equipment etc. . Actual expenses per Progm.

>Books>Original Instructional material >text for Actual expenses incurred Researching more sophisticated tool >exercises etc. >Initial training & advisory services >administering Actual expenses Assessments >coaching org. towards success. >Preparation/Developing tailor-made training package
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Actual expenses/package/ person.

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Conclusion WHO HAVE ADOPTED TQM SO FAR On set of corporations who are visionary & they see TQM as an opportunity that does not require in-depth cost justification or a myriad of subordinate presentations. They with minimum information,take on the important challenges of implementating TQM company wide with a belief that company will benefit. The second category of companies may implement TQM because they have no choice as they are bleeding all over in terms of - high cost of operation - losing Mkt. share - losing profitability - customers dis-satisfaction - Employees dis21 of Strategicsatisfaction Plan

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Conclusion

The third category of companies- are the highly successful organizations which implement TQM because they want to remain on Top. Example - Wal-Mart - Toyota because TQM emphasises on continuous improvement process in terms of COST,QUALITY & DELIVERY.

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Conclusion

ATTITUDE IS A Little THING THAT MAKES A BIG DIFFERENCE

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Conclusion

TEAMWORK DIVIDES THE TASK AND DOUBLES THE SUCCESS Strategic Plan
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Conclusion

IN THE CONFRONTATION BETWEEN THE STREAM AND THE ROCK, THE STREAM ALWAYS WINS..... NOT THROUGH STRENGTH, BUT PERSISTENCE. of of 28 25 Strategic Plan 8 & 9 February 1999

Conclusion

The Race For Quality Has No Finish Line

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Conclusion

In the end, all business operations can be reduced to four words; people, products,processes and profits. People come first. Unless we have got a good team, we cannot do much with the other three.

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