1. Presented by Salem Idres Alorfi 4274 Salem .M. Elsubeihi 4260 Saad .A. Al werfally 4191ِ Farag .Y. Abd Alhade 4310 Kaled .M. Alaribe 4239 Supervised by Dr. Omar Gnaiber Quality Culture

2. بسم الله الرحمن الرحيم وقل اعملوا فسيرى الله عملكم ورسوله والمؤمنون سورة التوبة

3. Understanding Quality Quality , Competitiveness and Customers whatever type of organization you work in . Basically competes on its reputation for quality, reliability, price and delivery and most people now recognize that quality is the most important of these competitive weapons . Some organizations, have used quality to take the heads off their competitors. And organizations from other countries have used quality strategically to win customers, steal business resources or funding, and be competitive.

5. Once an organization acquires a poor reputation for quality, it takes a very long time to change it.

6. Reputations, good or bad, can quickly become national reputations.

7. The management of the competitive weapons, such as quality, can be learned like any other skill, and used to turn round a poor reputation, in time.

8. What is quality? A frequently used definition of quality is “Delighting the customer by fully meeting their needs and expectations”. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. It is, therefore, imperative that the organization knows what these needs and expectations are. In addition, having identified them, the organization must understand them, and measure its own ability to meet them.

9. Quality starts with market research – to establish the true requirements for the product or service and the true needs of the customers. However, for an organization to be really effective, quality must span all functions, all people, all departments and all activities and be a common language for improvement. The cooperation of everyone at every interface is necessary to achieve a total quality organization, in the same way that the Japanese achieve this with company wide quality control

10. TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality – it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally. TQM, combined with effective leadership, results in an organization doing the right things right, first time . Total Quality Management (TQM)

11. The core of TQM is the customer-supplier interfaces, both externally and internally, and at each interface lie a number of process. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organization to create total quality. These are the foundations of TQM, and they are supported by the key management functions of people, processes and systems in the organization

13. Continuous Improvement

14. Teamwork

15. Employee participation/ development

16. Training and education

17. supplier and customer integrated into the process

20. The ‘soft’ outcomes of TQM-the culture, communications, and commitment provide the foundation for the model.

21. The process core must be surrounded by the ‘hard’ management necessities of systems, tools and teams.

24. The meaning of culture Henry Mintzberg on Culture “Culture is the soul of the organization ,the beliefs and values, and how they are manifested . I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force.”

26. Culture is built up through its continuing enhancement of an organization’s ability to deal with its problems in a way that fixes its identity.

28. Culture helps members to solve problems.

29. Culture is taught to newcomers.

36. Enhances social system stability.

37. Serves as a “sense-making” and control mechanism.

43. Don’t Tamper with Systems – Improve Them

44. Be prepared to Listen and Observe

46. Any Executive team that hope to change the culture of its organization should

47. Know the laws of organizational change

48. Understand the characteristics of organizations that have strong quality culture.

50. Continuous Improvement means Continuous Change.

51. Why Change is Difficult?Juran describes organizational change as “Clash between Cultures” Two separate organizational Cultures relating to change

54. The first step is to adopt a facilitating paradigm.

55. Understand Concerns of Potential Resisters

57. Involve Potential Resisters, Avoid Surprises, Move slowly at first, Start Small and be flexible, create a positive environment, Incorporate the change, Respond Quickly and Positively, Work with Established leaders, Treat people with dignity & Respect, be Constructive.

59. Phases of Emotional TransitionEmotional Transition

61. Put the Planned Changes in Writing

62. Develop a Plan for Making the Changes

63. Understand the Emotional Transition process

64. Identify Key People and Make Them advocates

65. Take a Hearts and Minds Approach

69. Thanks for your attension