Quality Way

DMR Panda PMI

Over-manned Flight
Source : BW, December 9, 2002

Employees/Aircraft Passenger/Emplo -India 664 153 ngapore airlines 341 441 France 277 426 mirates 267 703 tish Airway 227 573 fthansa 185 714 ited Air lines 174 953 panese Airlines 146 1589 dustry Average 162 986

Why Quality Revolution?

Survival
You may thinking that you are on a right track, but if you keep on sitting there some one will over run you.
A Japanese saying

ACHIEVING EXCELLENCE

History of quality
1450 BC Egypt: 1750 France: Upto 1950: 1950 65 : 1965-80: Beyond 1980s: Pyramids Interchangeability Concept Quality by Inspection Quality assurance Total Quality Control Total Quality Management

What is quality ?
Quality should be aimed at the needs of the
consumer, present and future-Deming

Absenteeism is a function of Poor

management; if people feel important to a job, they will come to work Deming

What is quality ?
Fitness for purpose or use Juran Quality doesnt happen by accident; it
has to be planned Juran

Defects are Gold in the Mine- Juran

What is quality ?

Conformance to requirements Crosby Quality is free - Crosby

What is quality ?
The total composite product and service characteristics of marketing, engineering, manufacture and maintenance through which the product and service in use will meet the expectation by the customer Feigenbaum The Hidden factory-loss to the tune of 40 % by not getting it right the first time. Feigenbaum

What is quality ?

The totality of features and characteristics of a product or service the bear on its ability to satisfy stated or implied needs
BS 4778, (ISO 8402, 1986) Quality Vocabulary: Part 1 International Terms

Quality is
Fully meeting agreed requirement of internal and external customers at a specific cost, every time, all the time.

Basics of TQM

Customer First Thinking for customer before any action in the organization

Customers delight

Continuous ImprovementCI is a actively promoted and encouraged.

Continuous Improvement

TQM
Participation by all

Contribution & Participation is promoted, supported recognized and rewarded

Cause & Effect Diagram for Japanese Products

Methods Man

Poor Quality of Japanese Products

Materials

Machine

TQM by JUSE (1998)

TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers at the appropriate time and price

What TQM Implies?

TOTAL
Participation by all Employees, in all Departments, at all Levels

QUALITY
Using the process of build-maintainimprove Quality, thinking in & practicing the Quality Way

MANAGEMENT
Achieving: P: PRODUCTIVITY Q: QUALITY C: COST D: DELIVERY S: SAFETY M: MORALE

Typical TQM Model

STRATEGIC
Business Excellence, BSC

Six Sigma,

OPERATIONAL

TPM, Benchmarking, ISO KAIZEN

PEOPLE INVOLVEMENT

[Quality Circle, Suggestion system, 5 S ]

IMPROVEMENT
KAIRO Lean Enterprise Business process re-engineering {BPR} Six sigma
gh ou nts hr e kt em ea v Br pro im

n io nt ve re P

KAIZEN DRAM ISO system KAIFU

on cti rre Co

ISO system

TIME

Continuous improvement

Continuous Improvement - KAIZEN

It is a positive attitude through

Existing operation has always a lot of

room for improvement

Existing facilities & methods can

always be improved by effort makes big difference

The accumulated improvements

Job Perception Elsewhere (Western)

Top Middle Supervisor Worker

ve ro p Im

Maintain Maintain Maintain Maintain

Concern

Worst Companies
Top Middle Supervisor Worker

Concern

Maintain

Breakdown between Maintenance, Kaizen & Improvement

Top Middle Supervisor Worker

Improve

Kaizen

Maintenance Concern

Traditional Management Philosophy

GEMBA-The Work Place

Customers Expectatio n

Customers Satisfaction

Kaizen Philosophy of Gemba Management

Customers Expectatio n

GEMBA
Management Support

Customers Satisfactio n

Quality Circles
Production Capability

Production

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles

Originated in April 1962, by Dr K. Ishikawa Adopted in India by BHEL-Ramachandrapuram in 1970s. Made famous in 1982 by Sh ND Tiwari In 1983, Seminar and training programme was carried out in Vigyan Bhawan for CMDs and Sr. officials..

Quality Circles
GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

QC Circle is a small group, consisting of Gemba people-First line work place people, work towards improving and maintaining the work place.

They display creativity, make self development and promote self-actualization. Enhance Customer Satisfaction, Safety, reduce fatigue, promote productivity.

Quality Circles
GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Higher officials, must necessarily, engage themselves in a noticeable TQM activity, relevant to other employees like Kaizen, 5S.

Give Guidance and Support.. Enhance participation of everybody. Make it evident that QC is not an addendum, but primary responsibility like other jobs. We make People before we make it products. M. Matsushita, National Panasonic

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles

QC Circle is a Group Oriented Kaizen activity.

Behind every suspenseful QC circle, there is a (an exhausted) Manager, playing invisible but Vital supporting role. Suggestion system, QC circle shows that employees are actively involved in Kaizen. QC activities should be made Visually seen by making banners, posters---, so that employees are motivated.

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles

What QC Circle is Not??

It contributed to Japans success alone. QC is TQM. QC is for money saving!! Effectiveness of any Organisation adopting QCC is measured by number of QCs.

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles- The Process

Orientation of all Executives, regardless of hierarchical position (in batches, if not possible at one go) Orientation of all potential QCC members and soliciting volunteers. Each QCC must not have more than 6-8 members. There is to be facilitator for each QCC and one overall coordinator (who has a penchant for Quality, enthusiastic). Training of QCCs along with the Facilitators, spread over 4-5 months.

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles- The Process

Steering Committee (DGM etc) for review once a month, to remove any road blocks and encourage. Legitimate the effort of everybody in KRA, Organisatin Chart etc. 1/2 day in a month, may be in Professional Circles about the progress of QCCs. Presentation in different fora (Intra company, National, International).

Improvement Ideas
Japan: 24 improvement ideas in writing per employee each year U.S. : Average less than one

United Kingdom: one idea every six years India: Average 2-3 ideas per employee per annum (Nestle)

Improvement Ideas
24/72 Rule in Florida Power & Light, In 24 hours, suggestion is acknowledged by supervisor In 72 hours, employees gets a feedback on status Lunch with Head-Power Station who gives more than 10 suggestions that are considered for implementation Employees can track their suggestions and gets to know POINTS accumulated

Six Honest Serving Man

I keep six honest serving men (They taught me all I knew ); Their names are What and Why and When And How and Where and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest. Rudyard Kipling, 1865 -1936
from "The Elephant's Child" in Just So Stories

Who is the Customer

Cost of Quality

1. Cost of Conformance 2. Cost of Non Conformance

Cost Of Quality
Cost of Conformance
Goo d Bad Ugly

Cost of Prevention; eg Training, Planning, design, analysis

Cost of Appraisal, eg Inspecting, checking, auditing, exped

Cost of non Conformance

Cost of Internal Failure, eg prior to delivery, Scrap & rewo

Cost of External Failure; eg after delivery, warranty, adjus

Cost Of Quality
Cost of Lost Opportun ity

Lo st Exc op po eed rtu ing nit req y uir em Internal + ent External Failure

Cost of NonConforma nce

Total cost of Quality

Cost of Conforma nce

Appraisal cost Prevention cost Time

Cost of

uality
Appraisal Prevention Internal Failures External Failures

Cost of Quality%
TOTAL SALES

COQ

Cost of Quality
Profit Cost of Quality, 2030 %

Operating Cost

http://www.statgraphics.com/quality_assessment.htm

Cost of Quality

Cost of Quality traditional view

cost

defects

Time

Cost of Quality TQM View

cost

defects Time

1-10-100 Rule

Prevention:Correction:Failure
= 1:10:100

lity doesnt happen by Accid It has to be Planned

TQM Ways

Eastern ways Western ways Through Quality Awards

Quality paradigms
Low Low Cost Quality High

Junk

Desired Quality

High

Bad Business

Small, selected market

Quality paradigms
Low quality at low cost amounts to producing junk for which there is no place in a competitive world. Low quality at High cost amounts to the exploitation of the market and will flourish only in a protected market a phenomenon that was common before the liberalisation of the economy in many countries. It also indicates inefficiency in production.

Quality paradigms
High quality at High cost has a very small and select market catering only to the small and affluent section of society.

High quality at low cost is the most desirable combination of attributes and the best manufacturers aspire to occupy space in the fourth quadrant.

Why Quality ?
Global competition Demanding customers If you do not provide, some one else will It is an imperative for survival.

Some Facts
1. Its estimated that 80% of lost customer stop doing business with a company because of Quality problems.

2. It costs five times as much to attract a new customer as it does to keep a current one. 3. A Harvard Business School study found that a 5% decrease in customer defections resulted in profit increases ranging from 25-85% of operating earnings.

A Story
Captain Eddie Rickenbacker was president of Eastern Airlines, he demonstrated to top management the impact of poor service. Baggage handling had deteriorated badly at Eastern, and nothing he had done had improved it. So Rickenbacker called a meeting of his top managers in a hot Miami hotel with no air conditioning. When the managers checked in, Rickenbacker had the desk clerks tell them their bags would be brought to their rooms. But the bags were locked in a storage area instead. The managers arrived for the next mornings meeting mostly unshaved and in dirty clothes.

Story contd.
The baggage remained lost all that day. Finally it was delivered at 3 A.M., with hotel clerks pounding on the executives doors. On the second morning, Rickenbacker said, Now you know how the customer feels when you mishandle his luggage! (Todays Leader/Manager)

Western ways for ensuring Quality

1. Quality is Conformance to requirement
Whose requirement What are the requirements What is conformance What are the inputs for this

Inputs

Suppliers

Requirements

Initial to Final activity

Outputs

Customers

Requirements

Western ways for ensuring Quality

2. The system for causing Quality is prevention

Western ways for ensuring Quality

2. The system for causing Quality is prevention

Western ways for ensuring Quality

3. Performance standard is zero defect.

Western ways for ensuring Quality

4. Measurement of Quality is Cost of Non conformance

Control: Cost of Quality

Case Study: Cost of Poor Quality

Sunshine Co, a leading manufacturer of tyres in India, was set up at Kota by Sanghi Group in 1970 in technical collaboration with Transtyre Inc of USA. The company has a manufacturing capacity of 1.2 million tyres per year. In view of the strong competition, Sunshine decided to examine its cost of quality.
The following data was collected for the financial year 2003-041. 2. 3. 4. 5. 6. 7. Production for the year 512500 nos Sales Rs 41 crores Scrap tyres: Rs 187. 4 lakh Transport of warranty tyres: Rs 2.2 lakh Old stock scrapped : Rs 3.2 lakh Incoming inspection: Rs 32. 6 lakh QA, Engg: Rs 7.8 lakh Calculate the following: 8. 9. 10. 11. 12. 13. 14.

Rework: Rs 73.3 lakh In process inspection: 32.5 lakh Process Engg: 30.0 lakh Final Inspection:65.9 lakh Warranty returns:408.2 lakh Audit insp: 25.2 lakh Sold as seconds: 22.8 lakh

1.Prevention cost, 2. Appraisal cost,3. Failure(Internal/External) cost

What is your comment about the various costs ? What would you recommend ?

Profile of an Problematic Organisation

1. Outgoing services normally contain deviations from agreed upon requirement. 2. Organisation has experienced (qualified) personnel for reworking /rectifying (to keep customers happy) 3. Management doesn't provide a clear performance standard or defined quality level so employee develop their own. 4. Management doesn't know/appreciate price of non conformance. 5. Management denies that it is the cause of the problem

oyees Own Definition of Qu

Schedule First Cost Second, Quality Third

Making a Swing

Making a Swing

Making a Swing

Making a Swing

aking a Swing

Product Quality & Business Quality

5S
Having Visual order, Organization, Cleanliness and Standardization

Visual Management of Workplace

5 S IN EFFECT

Five 'S'
SEIRI SEITON SEISO : Sorting : Arrangement : Cleanup with inspection

SEIKETSU : Standardisation SHITSUKE : Self Discipline

Seiketsu
[Standardization] Integrating 3S into routine job

Seiri
[Sorting/organising] Distinguish needed items from unneeded items and eliminate the latter

Shitshuke
[Sustain / discipline]

Seiso

[Shine/ Spic & Span/ Clean with inspection]

Make a habit of maintaining established procedures

Seiton
[Set in order/ systematizing/ orderliness]

Keeping the workplace clean; the human touch is an essential prerequisite

Keeping needed items in the correct place to allow for easy and immediate retrieval

Problems in Workplace
Unnecessary stock is occupying the space of workplace and use of the space becomes inconvenient. Making a detour because of unnecessary things are kept on the workshop. It takes some time to find necessary thing since many unnecessary things are kept together with necessary things.
Before

After

Problems in Workplace
Controlling necessary items are poor. Ordering those necessary items often delay and causes some problem. Too much unnecessary stock affect the cash flow of the company. Too many stocks are scrapped because of design change. The cost of controlling excess unnecessary stock is high. Because of so many unnecessary items, stock taking takes too long time.

Problems in Workplace

The location of material is only known by in charge person. Paper/documents location is only known by in charge person. The key of a tool box cannot be found.

5S Level 1 & Level 2

Level 1
Good looking working environment The location of goods are decided Things are kept in order People are following rules Working area is clean

5S Level 2
Are the raw materials & completed products stock low enough? Are the raw material kept under the condition of First In First Out is 100% sure to be followed? Are the raw materials kept under the condition of easy to take out? Are the tools and jigs kept under the condition of easy to take? Are the materials, products, tools and jigs kept under the condition of preventing from deterioration and damage? Is the space effectively used? Are the people working smoothly? Are the people following safety rules? Are documents easily to find

I S : SEIRI - SORT
"Sorting" is going through everything in work area. Keeping only what is necessary. Moving less frequently used items to a separate, common storage area. Items not in use to be discarded.

Don't keep things around just because they might be used, someday, by some body.

How to SEIRI

F r e q u e n c y o f U sG r o u p in g e M e th o d o f D is p ( P e r i o d o f q u e u e i nC a t e g o r y ) ( g) L e s s t h a n o n c e a y e aN o t u s e d T h r o w A w a y r Used O n c e in 6 - 1 2 m o n t h s S t o r e t o a d is t a n t in fr e q u e n t ly O n c e in 2 - 6 m o n t h s O r g a n iz e a n d U s e d s o m e t im e s O n c e a m o n th k e e p in w o r k p la c O nce a week Keep handy U s e d o ft e n e e p n e a r b y O nce a day K

Mess is like gas, it takes all available space.

Show no mercy disposing useless items

SOME ADVANTAGES OF SEIRI

Eliminates unnecessary items from workplace, frees up space. Enhances flexibility, because once unnecessary items have been discarded, only what is needed remains. Time is saved and productivity is improved. Saves costs in terms of moving items to their rightful places (other depts.. Where they are actually needed).

Action Plan for SEIRI

Define your objectives: Why are you doing Seiri? Decide where will you do Seiri, and Where will you store things. When will you do Seiri? Decide the time plan. Who will do Seiri? Decide the group members & leader How will you do Seiri, Decide on the method you will use.

With all the office paperwork now easy to find, in labelled areas, and on the wall for ease of Team access, the results were dramatic! Within 4 weeks SOLAS recorded NO misplaced pieces of paperwork.

Success Stories at Milton Plastics

Success Stories at Milton Plastics

anged drawer ensures easy visibility & simpler moni

1. Each item traced easily. 1. Unwanted items removed through SEIRI. 1. Missing items detected immediately. 1. 15% search time eliminated, thus net working time increased. 1. Prevents frustration & distress.

Toilet Workers Before

After / Before

Toilet Staff Before

After / Before

Locker Room Before

After / Before

2S - Seiton (Arranging)
Concept - To Arrange Parts for Ease of Use - To Arrange According to a Rational and Methodical Way

Determine where to locate

Determine where to Store

Easy to Store

Easy to Identify

Easy to Pick up

FIFO

Easy to Replenish

Easy to Return to Original Location

MDs Cabin

AS-IS STATE LAYOUT

Secretarys Desk 7 2 9 15 12 10 8 6 13 4 5 14 3 1

In such scenario, the harder employees work, the least productive they become,. If such indications are at our office, this is the right time to go for 5s and best opportunity to improve productivity of employees.

DESIRED LAYOUT
MDs Cabin

1 2 3 4 5 6 7 8
Secretarys Desk

13 12 11 10 9
Filing Cabinets in U-Shape to have faster and easy accessibility

Desired layout to be made using all visuals, alternatives can be brainstormed with colleagues

MAKE A DESIRED LAYOUT BASED ON SEITON GUIDELINES

Eliminating 3 Biggest Culprits

3M

" MUDA (Waste) " MURI (Strain) " MURA (Irregularity)

Success & Happiness Equations

Good to Great Journey Average Organization=Great Organization +MUDA Great Organization= Average Organization - MUDA

Happiness Journey Humans=God +MUDA God= Humans - MUDA

Waste Elimination
Value Added time: What the customer is willing to pay for

on Value dded time: Unnecessary motion Material handling Waiting time Rework/ scrape Unnecessary part processing Excess inventory Over Production

50%

37% 13%

89%

13% TPM activities, breaks, lunches 5S time, team meeting

7 Seven wastes
1. Unnecessary Motions

1. Waiting for work and materials

2. Transportations

3.Overproduction 4.Processing 5.Inventories 6.Corrective operation

Other Tools
Suggestion schemes Quality circles Just in time Total Productive Maintenance Team Effort

Benchmarking Process Reengineering Six Sigma

Golden Rules of TQM

Find Root cause Ask WHY as many times? 5 W & 1 H

(why, where, when, what, who, how)

Why Why diagram

Excessive time spent On correspondence

Too Many Errors

Too Many Reviews

Typists Need More Training

Need Better Equipment

Standards Not Clear

Fear of Top Boss

The Five Ws and The One H

Who 1. Who does it? 2. Who is doing it? 3. Who should be doing it? 4. Who else can do it? 5. Who else should do it? 6. Who is doing 3-Mus? What 1. What to do? 2. What is being done? 3. What should be done? 4. What else can be done? 5. What else should be done? 6. What 3-MUs are being done? Where 1. Where to do it? 2. Where is it done? 3. Where should it be done? 4. Where else can it be done? 5. Where else should it be done ? 6. Where are 3- MU s being done?

Quality thru Six Sigma

Sources: Eero E. Karjalainen: Laatuviesti 4/99, s.26-29 Thomas Pyzdek: The Six Sigma Handbook http://www.qualitas-fennica.fi/artikkelit/sixsigma.html

Six Sigma Process Improvement Roadmap The DEMAIC Methodology

Define Opportunities

1.0

Performance

Measure

2.0

3.0
Analyze Opportunity

Improve Performance

4.0

Control Performance

5.0

What is important?

How are we doing?

What is wrong?

What needs to be done?

How do we guarantee performance?

Six Sigma Org Structure & Roles

White belt Green belt Black belt Master black belt

Champion

BIG Q AND LITTLE q

q
PRODUCTS

Q
All products, goods and services, whether for sale or not All processes; manufacturing support, business etc. All who are affected, external and internal All industries, manufacturing service, government, etc., whether for profit or not All costs that would disappear if everything were perfect.

Manufactured goods

PROCESSES

Processes directly related to manufacture of goods Clients who buy the product Manufacturing

CUSTOMER INDUSTRIES

COST OF POOR Costs associated with QUALITY deficient manufactured

goods

Source: Juran on Leadership on Quality

Assessment Process

Award Prizes Commendations for Significant Achievement

(600) + & Role Modal (600) + & Best in the category 501 to 600

Commendations for Strong Commitment to Excel

401 to 500

CII EXIM BE AWARD

Strategic QM

>> FOUR LEVELS OF RECOGNITION

CII EXIM Winners 2005 TATA Motors 2002 Infosys 2000 1998 1997 TATA Steel Maruti HP India 500-600

CII EXIM
600 +

AWARD

PRIZES
DEMING Winners Mahindra & Mahindra Sona Koyo Sundaram Brake linings Birla Cellulosic Hi tech Carbon

SIGNIFICANT
400-500

ACHIEVMENT
DADRI

STRONG COMMITTMENT

BUSINESS EXCELLENCE
Broad Improvement Framework 3-4 years journey for WORLD CLASS performance Dual Strategy of Internal & External Assessment Assessors Comprehensive Feedback- basis for Improvement Framework besides organizational Inputs Time bound improvement plans & implementation Developing pool of Internal Assessors Continuous Education & Training on Business Excellence Sharing & Exchange of experience with external Organizations

TQM Road Map

Time span 2 years / 5 years Encompassing :
1. 2. 3. 4. 5. 6. 7. 8. Institutional framework & Manpower resources. Deployment strategy of TQM initiatives. Review, Evaluation, monitoring & feedback mechanisms for TQM deployment. Strategy for learning & sharing TQM gains. Rewards/Recognition/Motivational measures for creating an effective TQM culture Integration of TQM activities in normal roles of Line Managers Training needs for effective implementation of TQM. Career growth of TQM functionaries.

T Q M phase T im e p e r io d
1

F o u n d a tio n fo r Im p ro v e m e n t
2 3 4

E ffic ie n c y c u ltu re

E x c e lle n c e c u ltu re
A R EA S IM P A C 35

Ye a r 1 Ye a r 2 Ye a r 3 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34

I n t e g r a t e d r o a d m a p

f o r T Q M i n N T P C

I S O 9 0 0 0 , 1 4 0 0 0 & 1 8 0 0 0 . I S O A u d i ts foPr ro lcl e ss M a n a g e m e n t fo r k e y p ro c e sse sB e n c h m a rk i n g fo r k e y p ro c e sse s a

P ROCE SS 3 M (W a ste E x p a n si o n i n to su p p o rt a re a s R e i n fo rc e m e n t & e x p a n si o n IM P R O V E M E N e l i m i n a ti o n & 5 S ) P ro b le m so lv i n g sk il l s G a p A n a l y si s & P ro c e ss R e v i e w s d v a n c e d to o l s fo r I n n o v a ti o n & B re a k th ro u g h A Q u a l i ty C irc l e s e ffe c ti v e n e ss I n v o l v e m e n t e x p a n sio n M o ti v a ti o n e x p a n si o n

E m p lo y e e In vo lve m e n t P o lic B a la n c e d S c o r e c a r d /P e r fo r m a n c e m a n a g e m e n t f o r in n o va tio n y& &r oS ttin t e g u ra e P e r fo r m a n c e M a n a g e m e n t/B a la n c e d s c o r e c a r d f o r r o u tin e m a n a g e m e n t m a na ge m e nt R e s u lts

T P M p ilo t in m o d e l a r e a u s in g f iv e p illa r s J H, K K, P M , QM , Safe ty T P M e x p a n s io n a c r o s s a ll p la n t s

O & M (P ro c e s s R e s o u rc e s )

F e e d b a c k fro m C F T 's fo r S k i l l s fo r l i ste n i n g to th e 'V o i c e o f c u stoR e e rs'nagn p ro c e sse s fo r c u sto m e r re l a ti oCnusht iopm e r m fi n i d s i n te rn a l & e x te rn ael l i m i n a ti n g r o o t p ro c e ssi n g la n g u a g e d a ta m anagem ent s a t is fa c tio n c u sto m e rs c a u se s A w a re n e ss o n B E m o d e l & i n tro d u c tio n to S e l f A sse ssm e n t

U n d e r ta k e s e lf-a s s e s s m e n t a n d a c tio n p la n n in g
L e a d e rsh i p d e v e l o p m e n t p ro g ra m m e s

A ll a re a s L e a d e rs h ip S u p p o rt fu n c t io re s o u rc e s

E sta b l i sh i n g T Q M o ffi c e & d e v e l o p i n g th e i r ro a d m a p

T Q M p ro m o ti o n a n d e x p a n si o n

Mission-Vision-Values-Strategy-Outcomes/Results
MISSION Why we exist VALUES Whats important to us VISION What we want to be STRATEGY Our game plan BALANCED SCORECARD Translate, Focus and Align STRATEGIC INITIATIVES Set priorities for actions necessary to succeed TOTAL QUALITY MANAGEMENT Improve local processes EMPOWERMENT / PERSONAL OBJECTIVES Motivate employees

STRATEGIC OUTCOMES Efficient and effective PROCESSES

Satisfied SHAREHOLDERS

Delighted CUSTOMERS

Motivated & Prepared WORKFORCE

Typical Business Excellence Model

How we should appear to our stake holders?

Who are our targeted customers & what is our value proposition in serving them?

To satisfy our customers & share holders, at what processes must we excel ?

What capabilities, support, direction & tools do our employees require, to help them execute our strategy

Thank You

Thank you