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Quality Management Principles: 1-Be Customer Focused

The document discusses quality management principles and approaches to implementing total quality management. It outlines 8 quality management principles from ISO standards that provide a framework for guiding organizations towards improved performance. These include customer focus, employee involvement, process-centered work, an integrated system, a strategic approach, continual improvement, fact-based decision making, and communication. The document also discusses 4 generic models for implementing TQM: training management, assessing the current system, developing a master plan, and integrating changes. Strategies include using TQM elements, benchmarking models like MBNQA, or following approaches from quality thinkers like Deming.

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53 views

Quality Management Principles: 1-Be Customer Focused

The document discusses quality management principles and approaches to implementing total quality management. It outlines 8 quality management principles from ISO standards that provide a framework for guiding organizations towards improved performance. These include customer focus, employee involvement, process-centered work, an integrated system, a strategic approach, continual improvement, fact-based decision making, and communication. The document also discusses 4 generic models for implementing TQM: training management, assessing the current system, developing a master plan, and integrating changes. Strategies include using TQM elements, benchmarking models like MBNQA, or following approaches from quality thinkers like Deming.

Uploaded by

selvahr10
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Quality management principles

The following text is an integral reproduction of the content of the document "Quality Management Principles".

Introduction

This document introduces the eight quality management principles on which the quality management system standards
of the ISO 9000:2000 and ISO 9000:2008 series are based. These principles can be used by senior management as a
framework to guide their organizations towards improved performance. The principles are derived from the collective
experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176,
Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000
standards.

The eight quality management principles are defined in ISO 9000:2005, Quality management systems Fundamentals
and vocabulary, and in ISO 9004:2000, Quality management systems Guidelines for performance improvements.

This document gives the standardized descriptions of the principles as they appear in ISO 9000:2005 and ISO
9004:2000. In addition, it provides examples of the benefits derived from their use and of actions that managers
typically take in applying the principles to improve their organizations' performance.

Principles of TQM
 
1- Be Customer focused:
whatever you do for quality improvement, remember that only customers determine the level of
quality, whatever you do to foster quality  improvement, training employees, integrating quality
into processes management, only customers determine whether your efforts were  worthwhile.
  2-Insure Total Employee Involvement:
 This done after you remove fear from work place, then empower employee ... you provide the
proper environment.

 
 

3- Process Centered:
 Fundamental part of TQM is to focus on Process thinking.
4- Integrated system:
 All employee must know business mission and vision, must monitor the process. An integrated
business system may be modeled by MBNQA or  ISO 9000.
5- Strategic and systematic approach:
Strategic plan must integrate quality as core component.
6-  Continual Improvement:
Using analytical and creative thinking in finding ways to become more effective.
7- Fact Based Decision Making:
Decision making must be ONLY on data, not personal thinking or situational.
8-  Communication :
Communication strategy, method and timeliness must be well defined.

TQM Implementation Approaches

No one solution is effective for planning and implementing TQM concepts in all situations.

Following are generic models for implementing total quality management theory:
1- Train top management on TQM principles.
2- Assess the current : Culture, customer satisfaction, quality management system.
3- Top management determine the core values and principles to be used and communicate them.
4- Develop TQM master plan based on steps 1,2,3.
5- Identify and prioritize customer needs and determine products or service to meet those needs.
6- Determine the critical processes to produce those products or services.
7- Create process improvement teams.
8- Managers should support effort by planning, training, time .... to the team.
9- Integrate changes for improvement in daily process management and standardizations take
place.
10- Evaluate progress against plan (step 8) and adjust as needed.
11- Constant employee awareness and feedback on status are provided and a reward/ recognition
process is established.

Strategies to develop TQM

1-TQM elements approach:


Take key business process and use TQM Tools to foster improvement.
e.g.: quality circles, statistical process control, taguchi method, quality function deployment.
2 - The guru approach:
Using the guides of one of the leading quality thinker.
3- Organization model approach:
The organization use Benchmarking or MBNQA as model for excellence.
4- Japanese total quality approach:

Deming's approach is summed up in his famous 14 Points.


Point 1: Create constancy of purpose toward improvement of the product and service so as to become competitive, stay in
business and provide jobs.
Point 2: Adopt the new philosophy. We are in a new economic age. We no longer need live
with commonly accepted levels of delay, mistake, defective material and defective
workmanship.
Point 3: Cease dependence on mass inspection; require, instead, statistical evidence that quality is built in.
Point 4: Improve the quality of incoming materials. End the practice of awarding business on the basis of a price alone.
Instead, depend on meaningful measures of quality, along with price.
Point 5: Find the problems; constantly improve the system of production and service. There should be continual reduction of
waste and continual improvement of quality in every activity so as to yield a continual rise in productivity and a decrease in
costs.

Implementing Kaizen: 7 Conditions


Point 6: Institute modern methods of training and education for all. Modern methods of on-the-job training use control charts
to determine whether a worker has been properly trained and is able to perform the job correctly. Statistical methods must be
used to discover when training is complete.
Point 7: Institute modern methods of supervision. The emphasis of production supervisors must be to help people to do a better
job. Improvement of quality will automatically improve productivity. Management must prepare to take immediate action on
response from supervisors concerning problems such as inherited defects, lack of maintenance of machines, poor tools or fuzzy
operational definitions.
Point 8: Fear is a barrier to improvement so drive out fear by encouraging effective two-way communication and other
mechanisms that will enable everybody to be part of change, and to belong to it.
Fear can often be found at all levels in an organization: fear of change, fear of the fact that it may be necessary to learn a better
way of working and fear that their positions might be usurped frequently affect middle and higher management, whilst on
the shop-floor, workers can also fear the effects of change on their jobs.
Point 9: Break down barriers between departments and staff areas. People in different areas such as research, design, sales,
administration and production must work in teams to tackle problems that may be encountered with products or service.
Point 10: Eliminate the use of slogans, posters and exhortations for the workforce, demanding zero defects and new levels of
productivity without providing methods. Such exhortations only create adversarial relationships.
Point 11: Eliminate work standards that prescribe numerical quotas for the workforce and numerical goals for people in
management. Substitute aids and helpful leadership.
Point 12: Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This
implies, abolition of the annual merit rating (appraisal of performance) and of management by objectives.
Point 13: Institute a vigorous program of education, and encourage self-improvement for everyone. What an organization
needs is not just good people; it needs people that are improving with education.
Point 14: Top management's permanent commitment to ever-improving quality and productivity must be clearly defined and a
management structure created that will continuously take action to follow the preceding 13 points.

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