Grateful 7 speech thanking everyone that has helped.pdf
Chapter 7 building and sustaining performance excellence in organizations
1. 11
Chapter 7 (Abridged)Chapter 7 (Abridged)
Building andBuilding and
SustainingSustaining
Total QualityTotal Quality
OrganizationsOrganizations
Dr. John V. PaduaDr. John V. Padua
The
Management
& Control of
Quality, 7e
2. Learning ObjectivesLearning Objectives
At the end of the discussion, students are expected to
learn and understand the following:
• Why adopt TQ philosophy
• Corporate Culture and Change
• Best Practices
• Team Players to Total Quality
• Strategic vs. Process Change
• Common Mistakes in TQ Implementation
3. Key IdeaKey Idea
Building and sustaining a TQ organization
requires a readiness for change, the
adoption of sound practices and
implementation strategies, and an
effective organizational infrastructure.
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Why Adopt TQ Philosophy?Why Adopt TQ Philosophy?
Reaction to competitive threat toReaction to competitive threat to
profitable survivalprofitable survival
An opportunity to improveAn opportunity to improve
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Corporate Culture andCorporate Culture and
ChangeChange
Corporate cultureCorporate culture is a company’sis a company’s
value system and its collection ofvalue system and its collection of
guiding principlesguiding principles
Cultural values often seen inCultural values often seen in
mission and vision statementsmission and vision statements
6. Cultural ChangeCultural Change
Change can be accomplished, but it is difficultChange can be accomplished, but it is difficult
Imposed change will be resistedImposed change will be resisted
Full cooperation, commitment, and participationFull cooperation, commitment, and participation
by all levels of management is essentialby all levels of management is essential
Change takes timeChange takes time
You might not get positive results at firstYou might not get positive results at first
Change might go in unintended directionsChange might go in unintended directions
7. Building on Best PracticesBuilding on Best Practices
Universal best practicesUniversal best practices
– Cycle time analysisCycle time analysis
– Process value analysisProcess value analysis
– Process simplificationProcess simplification
– Strategic planningStrategic planning
– Formal supplier certificationFormal supplier certification
programsprograms
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Implementing Total Quality:Implementing Total Quality:
Key PlayersKey Players
Senior managementSenior management
Middle managementMiddle management
WorkforceWorkforce
9. Key IdeaKey Idea
Organizations contemplating change must answer
some tough questions, such as, Why is the
change necessary? What will it do to my
organization (department, job)? What problems
will I encounter in making the change? and
perhaps the most important one — What’s in it for
me?
10. Strategic vs. ProcessStrategic vs. Process
ChangeChange
Strategic change is broad in scope and stems
from strategic objectives, which are generally
externally focused and relate to significant
customer, market, product/service, or
technological opportunities and challenges.
Process change is narrow in scope and deals
with the operations of an organization. An
accumulation of continuously improving
process changes can lead to a positive and
sustainable culture change.
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Common Mistakes in TQCommon Mistakes in TQ
ImplementationImplementation (1 of 2)(1 of 2)
TQ regarded as a “program”TQ regarded as a “program”
Process not driven by focus on customer,Process not driven by focus on customer,
connection to strategic business issues, andconnection to strategic business issues, and
support from senior managementsupport from senior management
Goals set too lowGoals set too low
Management fails to recognize that qualityManagement fails to recognize that quality
improvement is personal responsibilityimprovement is personal responsibility
Organization does not see itself as collectionOrganization does not see itself as collection
of interrelated processesof interrelated processes
12. Sustaining the QualitySustaining the Quality
OrganizationOrganization
View quality as a journey (“Race without aView quality as a journey (“Race without a
finish line”)finish line”)
Recognize that success takes timeRecognize that success takes time
Create a “learning organization”Create a “learning organization”
– PlanningPlanning
– Execution of plansExecution of plans
– Assessment of progressAssessment of progress
– Revision of plans based on assessment findingsRevision of plans based on assessment findings
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Common Mistakes in TQCommon Mistakes in TQ
ImplementationImplementation (2 of 3)(2 of 3)
Training not properly addressedTraining not properly addressed
Focus on products, not processesFocus on products, not processes
Little real empowerment is givenLittle real empowerment is given
Organization too successful and complacentOrganization too successful and complacent
Organization fails to address fundamentalOrganization fails to address fundamental
questionsquestions
Senior management not personally andSenior management not personally and
visibly committedvisibly committed