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1. Core Values and Concepts
 Visionary leadership
 Customer-driven excellence
 Organizational and personal learning
 Valuing employees and partners
 Agility
 Focus on the future
 Managing for innovation
 Management by fact
 Social responsibility
 Focus on results and creating value
 Systems perspective
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2. TQM TQM
QA Quality Assurance
QC
Quality Control
I
Inspection
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3. Q - QUALITY DEFINITIONS
Quality is customer satisfaction/delight
Quality means conformance to specified requirements
Quality means fitness for use
Quality means value for money
Quality means zero defects
Quality means guarantee of confidence
Quality is efficiency and productivity
Quality is a collective attitude of mind
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4. • Quality is a thought revolution in management
• Quality is an investment for profitability
• § Quality means on time delivery
• § Quality is a systematic approach to
excellence
• § Quality is the ultimate expression of
craftsmanship
• § Quality is a never ending cycle of
improvement
• § Quality means pride of ownership
• § Quality means consistently producing
conforming products
• § Quality means credibility
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• QUALITY IS ALL OF THE ABOVE 4

5. Quality dimensions of a service
Reliability
Tangibles Assurance
Empathy Q Access
Courtesy Communication
Responsiveness
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6. Company Values
• Listen to, understand and satisfy the customer
• Communicating and listening to the company’s
staff and stakeholders
• Observing social and ethical values
• Developing a win-win relationship with our
suppliers
• The customer above all
• Respect for the individual
• Morals and integrity in business
• Going beyond our customers’ expectations
• Placing people at the centre of the company
• Respecting general interests
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7. 1 VISIONARY LEADERSHIP
 Senior leaders should set directions
 Create a customer focus
 Clear and visible values and high
expectations
 Ensure the creation of strategies, systems
and methods for achieving excellence
 Stimulate innovation
 Build knowledge and capabilities
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8. Contd. VISIONARY LEADERSHIP
 Inspire and motivate entire workforce
 Encourage all employees to contribute, to
develop and learn
 Be responsible to the Governance body for
actions and performance
 Governance Body responsible ultimately to all
stakeholders for the
ethics
vision
actions
performance of the organization
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9. Contd. VISIONARY LEADERSHIP
 Review of organizational performance
 Employee recognition
 Serve as Role Models through
- ethical behaviour, reinforcing values
- personal involvement in planning,
communication, coaching, development
of future leaders
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10. 2 Customer Driven Excellence
 Take into account all product and service
features & characteristics
 Modes of customer access that add value to
customers
 Customer - acquisition
satisfaction
preference
referral
retention
loyalty
market share gain and growth
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11. Contd.. Customer Driven Excellence
 Understanding today’s customer desires –
current
 Anticipating future customer desires and
market potential
 Help build relationships, trust, confidence and
loyalty
 Reducing defects, errors, meeting
specifications, reducing customer complaints
 Eliminating causes of dissatisfaction
 Recovering from defects & errors
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12. Contd.. Customer Driven Excellence
• New or modified offerings/products
• Multiple access mechanisms
• Rapid and flexible response to customer and
market changes
• Special relationships
• Constant sensitivity to changing and emerging
customer and market requirements
• Awareness of developments in technology and
competitors’ offerings
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13. 3 Organizational Learning and
Personal Learning
Organizational Learning
Continuous improvement of existing approaches
and adaptation to change
Learning - be a regular part of daily work
- practical at personal level, work unit
level, organizational level
- Results in solving problems at the
8 ‘root cause’ 12
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14. Contd. Organizational Learning and
Personal Learning
- Focused on sharing knowledge throughout the
organization
- Driven by opportunities to effect significant
change
Sources for learning
- Formal and informal learning through
employees’ ideas
- R&D
- Customers’ input
-
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Best practice sharing and Benchmarking
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15. Contd. Organizational Learning and
Personal Learning
Results of Organizational Learning
- Enhance value to customers through new and
improved ideas
- Developing new business opportunities
- Reducing errors, defects, waste and failure
costs
- Improving responsiveness and cycle time
performance 14
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16. Contd. Organizational Learning and
Personal Learning
- Increasing productivity and effectiveness in
the use of all resources, through the
organization
- Enhance performance in fulfilling social
responsibilities
Personal Learning
- Education, training and continuing
professional development
- Job rotation, on-the-job training
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17. Contd. Organizational Learning and
Personal Learning
Results of Personal Learning
- More satisfied and versatile employees who
stay with the organization
- Cross functional learning
- Improved environment for innovation
- Market place sustainability and performance
advantages
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18. 4 Valuing Employees and Partners
Organizational Success depends on knowledge
- skills
- creativity
- motivation of employees and partners
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19. Contd. Valuing Employees and Partners
Valuing employees: Committing to their
satisfaction, development and well being
• Demonstrate leaderships’ commitment to the
employees’ success.
• Recognition that goes beyond the regular
compensation system
• Development and progress within the
organization
• Sharing organization’s knowledge with
• Creating an environment that encourages risk
taking
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20. Contd. Valuing Employees and Partners
Building internal partnerships
- Labour – management co-operation;
agreements with Unions
- High – performance work teams
- Creating network relationships among work
units to improve flexibility, responsiveness
and knowledge sharing
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21. 5 AGILITY
Agility: A capacity for rapid change and flexibility
- rapid ,flexible and customized responses .
- Cross trained and empowered employees
- Ability for rapid change over from one process to
another
- Design –to- introduction cycle time
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22. 6 Focus on the Future
• Understanding the short and longer-term factors
that affect business and market place.
• A strong future orientation and willingness to
make long-term commitment to stakeholders
• Strategic objectives
• Resource allocation
• Developing employees and suppliers
• Creating opportunities for innovation
• Anticipating public responsibilities 22
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23. 7 Managing for Innovation
Innovation : making meaningful change to
improve an organization’s products, services
and processes to create new value for the
stakeholders.
Innovation should become part of the culture
and should be integrated into daily work..
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24. 8 Management by Fact
Organization should measure and analyse their
performance.
Performance measurement should include
- customer
- product
- service performance
- competitive performance
- supplier performance
- employee performance
- financial performance
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25. Contd. Management by Fact
Using data to determine trends, projections, cause
and effect analysis etc.
Why analyse ? - for planning
- reviewing overall performance
- improving operations
- change management
- comparing with competitors
- ‘best practices’ benchmarks
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26. 9 Social Responsibility
•Responsibilities to the public
•Ethical behaviour
•Need to practice good citizenship
•Protection of public health, safety ,and environment
through organization’s operations and also life cycles
of products and services
•Resource conservation and waste reduction at the
source
•Disposal of products
•Meet all local laws and regulatory requirements 26
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27. Contd. Social Responsibility
Practicing good citizenship (within the limits of
organization’s resources)
Improving education
Improving healthcare
Improving environmental excellence
Improving resource conservation
Improving community service
Improving best practices
Sharing non-proprietary information
Influencing other organizations to partner for
these
purposes – leading or participating in efforts to
help others. 27
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28. 10 Systems Perspective
Synthesis : looking at your organization as
a whole
Alignment : using the key linkages among
requirements
Integration : individual components of your
performance, management
system operate in a fully
interconnected manner.
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