GE 6757 TOTAL QUALITY
MANAGEMENT
Faculty
A.R.PALANIVELRAJAN
Assistant Professor
Department of Mechanical Engineering
1

UNIT 2
TQM PRINCIPLES
Leadership - Strategic quality planning, Quality Councils - Employee involvement - Motivation,
Empowerment, Team and Teamwork, Quality circles Recognition and Reward, Performance
appraisal
- Continuous process improvement - PDCA cycle, 5S, Kaizen - Supplier partnership -
Partnering,Supplier selection, Supplier Rating.

INTRODUCTION
• The success of quality management is to a greater extent is influenced by the quality of
the leadership.
• Leadership is the process of influencing others towards accomplishment of goals.
• Leaders create clear and visible quality values and integrate these values into the
organization's strategy.
• Strategy is the pattern of decisions that determines and reveals a company’s goals,
policies and plans to meet the needs of its stakeholders.
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CHARACTERISTICS/BEHAVIOUR OF
QUALITY LEADERS
1. The customer first
2. Value people
3. Build supplier partnership
4. Empower people
5. Demonstrate involvement/commitment
6. Strive for excellence
7. Explain and deploy policy
8. Improve communication
9. Promote teamwork
10. Benchmark continuously
11. Establish system
12. Encourage collaboration
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STYLES FOR EFFECTIVE
LEADERSHIP
1. Directing style of leadership
2. Consultative style of leadership
3. Participative style of leadership
4. Delegating style of leadership
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STYLES FOR EFFECTIVE
LEADERSHIP
1. Directing style of leadership:
 Autocratic style
 Leader makes a unilateral decision followed without comment or question from the
workers.
 This style may arise because the leader has more knowledge of the situation or because
the decision affects the common good of the organization.
 Have little input or feedback
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STYLES FOR EFFECTIVE
LEADERSHIP
■ 2. Consultative style of leadership:
 Leader seeks inputs from those working under him
 Encourages participation
 Seeks advice, suggestions and input but final decision is made by the leader alone.
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STYLES FOR EFFECTIVE
LEADERSHIP
■ 3. Participative style of leadership:
 Leaders assign works to the employees, provides guidance and makes decision
based on the conclusions of the employees working on the task.
 More likely to take the word or work of the employees as the final decision.
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STYLES FOR EFFECTIVE
LEADERSHIP
■ 4. Delegating style of leadership:
 Leader tells the employee or teams what to be done, assigns the responsibility and
provides with the authority to get the job done.
 Leader verifies the successful completion of the assignment and participates only if
necessary.
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REQUIREMENT OF EFFECTIVE
LEADERSHIP
1. Vision : Leader recognize the radical organizational changes taking place today as
opportunities to achieve total quality.
2. Empowerment : leader empower employees to assume ownership of problem or
opportunities in implementing improvements.
3. Intuition : Leaders usually follow intuition. Must be prepared to make difficult
decisions in the face of uncertainty.
4. Self-understanding : Ability to look at one’s self and then identify relationship with
employees and within organization.
5. Value Congruence : leader should integrate value into the system. Values include trust,
respect of individuals, openness, teamwork, integrity and commitment to quality.
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QUNINN’S LISTS OF LEADERSHIP
ROLES
1. Producer role
2. Director role
3. Coordinator role
4. Checker role
5. Stimulator role
6. Mentor role
7. Innovator role
8. Negotiator role
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ROLE OF SENIOR MANAGEMENT
1. To study and investigate the TQM concepts and issues.
2. To set clear quality policies and provide challenging tasks.
3. To establish priority of quality and customer satisfaction.
4. Determine long term goal.
5. To bring cultural change required for TQM effort.
6. To establish TQM vision for the future and communicate to all.
7. To become coaches and cheer leaders for encouraging and supporting the managers during transition phase.
8. To stimulate employees involved.
9. To teach employees to realize that the company’s interest and their interest are same.
10. To uphold norms and values.
11. To attend TQM training programmes.
12. To create coordination and harmony.
13. To monitor whether QIP conducted as planned.
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QUALTIY COUNCIL
• Is a team to provide overall direction for achieving the total quality
culture (TQC)
• Is a team formed in the organisation with an objective of building quality
into the culture of the organisation.
• Qualtiy council is composed of:
1. Chief Executive Officer
2. Senior managers of the functional area
3. Quality council coordinator or consultant
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OBJECTIVES OF QUALITY COUNCIL
1. To raise the quality consciousness in the organisation through seminars, study tours and
using other forms of promotion.
2. To ensure effective functioning of the organisation on the quality statement and plan.
3. To encourage basic and applied R&D in the field of quality and dissemination of its
results to the organisation.
4. To raise the level of training of personnel engaged in quality activities.
5. To facilitate upgradation of testing and calibration facilities and laboratories .
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DUTIES OF QUALITY COUNCIL
1. To establish core values & Quality Statements:
■ Vision statement
■ Mission statement
■ Quality policy statement
2. To estblish strategic long term plan with goals and annual quality improvement program with objectives.
3. To plan training & education programme.
4. To determine and monitor the cost of poor quality.
5. To perform and monitor the performance measures for each functional areas.
6. To determine continually those projects that improve the processes particularly that affect external & internal customer
satisfaction.
7. To establish multifunctional project and departmental teams and monitor their progress.
8. To establish/revise the recognition and reward system periodically.
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RESPONSIBILITY OF THE QUALITY
COUNCIL COORDINATOR
1. To develop two way trust
2. To propose team requirements to the council
3. To share council expectations with the team
4. To empower the team
5. To brief the council on team progress.
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QUALITY STRUCTURE
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QUALITY STRUCTURE
Corporate
quality council
Quality sub
council division
1
Quality sub
council division
2
Quality sub-
council division 3
Process improvement teams &
other project improvement teams
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QUALTIY STATEMENTS
• Quality statement are established by the quality council to provide
overall direction for achieving the total quality culture.
• Three elements of quality statements:
■ Vision statement
■ Mission statement
■ Quality policy statement
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QUALTIY STATEMENTS
• Vision Statement;
■ Short declaration of what an organisation aspires to be tomorrow.
• Vision statement should have the following characteristics:
1. Easily understood by all stakeholders.
2. Briefly stated, yet clear and comphrensive.
3. Challenging yet attainable
4. Capable of creating unity of purpose among all stakeholders
5. Not concerned with numbers
6. Sets the tone for employees.
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QUALTIY STATEMENTS
■ Mission Statement: Usually one paragraph, describes the function of the
organisation. Provides a clear statement of purpose for employees,
customers and suppliers.
• Answers- who we are?; Who are the customers?; What we do?; How we
do it?
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QUALTIY STATEMENTS
• Quality statement are established by the quality council to provide overall direction for
achieving the total quality culture.
• Three elements of quality statements:
■ Vision statement
■ Mission statement
■ Quality policy statement
• Key elements of mission statement;
• Obligation to stakeholders
• Scope of the business
• Sources of competitive advantage
• View of the future
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QUALITY POLICY STATEMENT
• Is a guide for everyone in the organisation as to how they provide
products and service to the customers.
• used as a guide to managerial action
• Should be written by the CEO with feedback from the workforce and
approved by the quality council
• Important requirement of ISO 9000 quality systems.
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STRATEGIC PLANNING
• Strategic planning sets the long term direction of the organisation in
which it wants to proceed in future.
Present Strategic plan
Vision of
future
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STRATEGIC PLANNING
■ Definition: Defined as the process of deciding on objectives of the
organisation, on changes on these objectives, on the resource used to
attain these objectives and on the policies that are to govern the
acquisition, use and disposition of these resources.
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STRATEGIC PLANNING CYCLE
1. Customer needs
2. Customer positioning
3. Predict the future
4. Gap analysis
5. Closing the gap
6. Alignment
7. Implementation
Re evaluate and Review
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DIFFRENCES
Strategic Quality Planning Traditional Strategic planning
Focus is on customers Not defined
Leaders determine critical success
factors
Leaders lack understanding of
factors critical to success
Goals & objectives are process &
result oriented
Goals and objectives are results
oriented
Goals & Objectives are based on
data and are driven by trend or
pattern analysis
Based on hunches and guesses
Focus is on processes Focus is on products
Alignment exists between critical
success factor, mission, vision,
goals, objectives
No alignment
Everyone known how his or her day-
today activities
Few peoples are aware
Improvement activities are focused
on activities critical to success
Lack focus
Improvement activities are both
within and across functional areas
Improvement usually within
functional areasSri Eshwar College of Engineering 27

THANK
U