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TQM TQM
Padamvir SinghThe Dismal side: MP Secretariat
TQM TQM Padamvir Singh The Improvement: Everything is possible - - PowerPoint PPT Presentation
TQM TQM Padamvir Singh The Improvement: Everything is possible - - PowerPoint PPT Presentation
The Dismal side: MP Secretariat TQM TQM Padamvir Singh The Improvement: Everything is possible TQM Continuous Improvement Continuous Improvement Improvement begins of of Stakeholder Satisfaction Stakeholder Satisfaction Stakeholder
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The Improvement: Everything is possible
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TQM
Continuous Improvement Continuous Improvement
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Stakeholder Satisfaction Stakeholder Satisfaction Stakeholder Satisfaction Stakeholder Satisfaction Leadership Leadership by by Example Example Scientific Approach Scientific Approach Everyone’s Involvement Everyone’s Involvement
Improvement begins h t t when we start recognizing our problems and
- pportunities for improvement
SERVQUAL
Tangibles: appearance, ease of use, style Reliability: ability to perform to the Reliability: ability to perform to the requirements in a dependable way Responsiveness: ability to help customers and provide prompt service Assurance: ability to inspire confidence through Assurance: ability to inspire confidence, through courtesy and knowledge
Beginning the Quality Journey Beginning the Quality Journey 5S for Daily Management.
- Sorting: clearing unnecessary paper and clutter (take
photographs before and after action.)
- Systematize: a place for everything and everything has
a place.
- Sanitize: cleanliness
- Standardize: standardize the first 3 S - e.g. checklists
- Self Discipline
These would also demonstrate improvements in performance and help in developing a culture of quality
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the dismal side: State Warehousing Corporation
Sorting – the 5 S journey
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sorting Sanitize & Systematize
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Standardize
Office Management: The Problem
- Poor and delayed decisions
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– Absence of sound decision support system
- Low on information
– Poor file and record management
- Long and complicated processes
- Poor work environment
Poor work environment
- Poor morale and leadership
The way forward
- 5 S for better housekeeping
- BPR and automation of processes
- Improved MIS, DSS and control system
- Delegation and flatter structures
- Capacity building for effective leadership and teamwork
- Adoption of standards
- Quality Plans
- Will to improve
Process of Creating Major Change
- Establish a Sense of Urgency
- Create the Guiding Coalition
- Develop a Vision and Strategy
- Communicate the Change Vision
- Empower Broad-Based Action
- Generate Short-Term Wins
- Consolidate Gains and Produce More Change
- Anchor New Approaches in the Culture
SLIDE 9 Awareness Building Awareness Building I nvesting in Staff I nvesting in Staff SWOT Employee Survey Analysis of feedback Assessment
Quality Quality Landmarks for the Landmarks for the MPAA Improvement MPAA Improvement
Structure for Monitoring Quality Initiatives Charter Charter Documentation of procedures Documentation of procedures Vision Vision Values Values Mission Mission Goal Setting Goal Setting Quality I mprovement Quality I mprovement Teams Teams Kaizen Kaizen
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LBSNAA
- Efforts at implementing 5 S
- Efforts at implementing 5 S
- Regular meetings to identify problems and
monitor their solutions
- Focus on ICT
- Commitment of management to improve
- Commitment of management to improve
Constraints
- Minimum health status of the organisation to digest quality initiatives e.g. an
- Commitment and complete involvement of the CEO
- Making TQM the central concern for the improvement of the organisation and
- Complete involvement of the management
- Monitoring, nurturing and follow up
- Looking for improvement in everything, all the time
- Sticking on