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SESSION (2010-2012)




Section: - A

cccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccRoll No.:- 42











The Present Seminar Report project file is an amalgamated of various thoughts and
experiences .The successful completion of this project report would have not been possible
without the help and guidance of number of people and especially to   

, ICL. I take this opportunity to thank all those who have
directly and indirectly inspired, directed and helped me towards successful completion of
this project report.

There are several other people who also deserve much more than a mere
acknowledgement at their exemplary help. I also acknowledge with deep sense of gratitude
and wholehearted help and cooperation intended to me by them.




ROLL NO. - 42


I hereby declare that, the project entitled ³TOTAL QUALITY MANAGEMENTÚ

assigned to me for the partial fulfillment of MBA degree from Kurukshetra University,
Kurukshetra. The work is originally completed by me and the information provided in the
study is authentic to the best of my knowledge.

This study has not been submitted to any other institution or university for the award of any
other degree.



Roll No. 42


·c Introduction of Total Quality of Management

oc Basic principles Total Quality Management
oc Quality management System
oc Quality System General Requirements
oc Management Responsibility
·c Objectives of Total Quality Management
·c 6indings/ Recommendations/Suggestions
·c Conclusion

·c Bibliography



A name itself is sufficient to describe everything but a bit more clarification will add to a
base for the description. Total quality management is a management¶s approach towards the
quality; it can be in regard to products, customer satisfaction and employee¶s satisfaction.
The concept of TQM was developed by an American W. Edwards Deming and i.e. why it is
called as Deming¶s concept of TQM .He introduced this concept for improving the quality
of various products and services. Earlier it was just related with the quality of products
which a organization is producing but now other concepts like marketing, finance design,
customer service has also joined the area. Which means that now good number of things is
there to manage? TQM works on one belief that mistakes can be avoided and defects can be
prevented. And management should believe in watching each and every step.

TQM is now a day¶s called as à c c 

 c ) and an organization
needs to consider ABCD for the effective application of TQM where A stands for accident
cure, B stands for breakdown, C stands for cost reduction and D stands for damage. This
policy of ABCD is in relation to product and if TQM needs to be introduced a positive
attitude from the side of management and employees is required and then a collective effort
will come up. TQM should give chance for unleashing employee¶s creativity and potential.
The aim of TQM is to reduce variations in quality of the products as well as in the working
of whole organization. For the successful implementation of TQM, an organization must
consider the commitment from all the level of organization. A concept of   is a part
of TQM. It is a strategy developed by Motorola and it helps to detect the defects and to
remove them.

TQM talks about the satisfaction of customer, supplier, employees etc. and it requires
continuous improvement. If the workers of an organization are efficiently working then their
morale will go up. TQM works effectively if the organization works in a family manner.
Here management is like a father, employees are the children and manager is like mother
and as father and mother takes care for their home collectively the same way management
and managers are supposed to take care for their organization with the help of tool called

TQM. Total quality management is called total because entire organization is involved,
Quality means degree of excellence. And management in literal sense means getting things
done by others. In a TQM effort, all members of an organization participate in improving
processes, products, services and the culture in which they work. The earlier introduced
quality management concept is now taken over by Total quality management. To have
effective TQM the first requirement is strong internal motivation and emotional
involvement for implementation. So the concept of TQM talks about adopting the new
policy, creating quality products, eliminate defects, estimate for breakdown, accidents etc.
Hence TQM should be purpose driven so first the whole organization should be willing to
accept the change then only TQM can actually affect the organization in a positive way.
There are many approaches in the business domain in order to achieve and exceed the
quality expectations of the clients.

For this, most companies integrate all quality related processes and functions together and
control it from a central point.

As the name suggests, Total Quality Management takes everything related to quality in to
consideration, including the company processes, process outcomes (usually products or
services), and employees.

Project management is a practice that can be found everywhere. Project management does
not belong to any specific domain or a field. It is a universal practice with a few basic
concepts and objectives.

Regardless of the size of the activities or effort, every 'project' requires project management.

There are many variations of project management that have been customized for different
domains. Although the basic principles are the same among any of these variations, there are
unique features present to address unique problems and conditions specific to each domain.

Total Quality Management (or TQM)

It is a management concept coined by W. Edwards Deming. The basis of TQM is to reduce

the errors produced during the manufacturing or service process, increase customer
satisfaction, streamline supply chain management, aim for modernization of equipment and
ensure workers have the highest level of training. One of the principal aims of TQM is to
limit errors to 1 per 1 million units produced. Total Quality Management is often associated
with the development, deployment, and maintenance of organizational systems that are
required for various business processes.

There are two main types of project management:

mc Traditional Project management

mc Modern Project management

The traditional project management uses orthodox methods and techniques in the
management process. These methods and techniques have been evolved for decades and are
applicable for most of the domains. But for some domains, such as software development,
traditional project management is not a 100% fit.

Therefore, there have been a few modern project management practices introduced to
address the shortcomings of the traditional method. Agile and Scrum are two such modern
project management methods.

There are many approaches in the business domain in order to achieve and exceed the
quality expectations of the clients.

For this, most companies integrate all quality related processes and functions together and
control it from a central point.

As the name suggests, Total Quality Management takes everything related to quality in to
consideration, including the company processes, process outcomes (usually products or
services), and employees.

Basic Principles of Total Quality Management (TQM)
The basic principles for the Total Quality Management (TQM) philosophy of doing business
are to satisfy the customer, satisfy the supplier, and continuously improve the business

Questions you may have include:

How do you satisfy the customer?

Why should you satisfy the supplier?

What is continuous improvement?

Satisfy the customer

The first and major TQM principle is to satisfy the customer--the person who pays for the
product or service. Customers want to get their money's worth from a product or service
they purchase.


If the user of the product is different than the purchaser, then both the user and customer
must be satisfied, although the person who pays gets priority.

Company philosophy

A company that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business, referral business, and reduced
complaints and service expenses.

Some top companies not only provide quality products, but they also give extra service to
make their customers feel important and valued.

Internal customers

Within a company, a worker provides a product or service to his or her supervisors. If the
person has any influence on the wages the worker receives, that person can be thought of as
an internal customer. A worker should have the mind-set of satisfying internal customers in
order to keep his or her job and to get a raise or promotion.

Chain of customers

Often in a company, there is a chain of customers, -each improving a product and passing it
along until it is finally sold to the external customer. Each worker must not only seek to
satisfy the immediate internal customer, but he or she must look up the chain to try to satisfy
the ultimate customer.

Satisfy the supplier

A second TQM principle is to satisfy the supplier, which is the person or organization from
whom you are purchasing goods or services.

External suppliers

A company must look to satisfy their external suppliers by providing them with clear
instructions and requirements and then paying them fairly and on time.

It is only in the company's best interest that its suppliers provide it with quality goods or
services, if the company hopes to provide quality goods or services to its external customers.

Internal suppliers

A supervisor must try to keep his or her workers happy and productive by providing good
task instructions, the tools they need to do their job and good working conditions. The
supervisor must also reward the workers with praise and good pay.

Get better work

The reason to do this is to get more productivity out of the workers, as well as to keep the
good workers. An effective supervisor with a good team of workers will certainly satisfy
his or her internal customers.

Empower workers

One area of satisfying the internal suppler is by empowering the workers. This means to
allow them to make decisions on things that they can control. This not only takes the burden
off the supervisor, but it also motivates these internal suppliers to do better work.

Continuous improvement

The third principle of TQM is continuous improvement. You can never be satisfied with the
method used, because there always can be improvements. Certainly, the competition is
improving, so it is very necessary to strive to keep ahead of the game.

Working smarter, not harder

Some companies have tried to improve by making employees work harder. This may be
counter-productive, especially if the process itself is flawed. For example, trying to increase
worker output on a defective machine may result in more defective parts. Examining the
source of problems and delays and then improving them is what is needed. Often the process
has bottlenecks that are the real cause of the problem. These must be removed.

Worker suggestions

Workers are often a source of continuous improvements. They can provide suggestions on
how to improve a process and eliminate waste or unnecessary work.

Quality methods

There are also many quality methods, such as just-in-time production, variability reduction,
and poka-yoke that can improve processes and reduce waste.


Quality Management is the assembly and management of all activities aimed at the
production of quality by organizations of various kinds. In the present case this implies the
introduction and proper running of a "Quality System" in laboratories. A statement of
objectives and policy to produce quality should be made for the organization or department
concerned (by the institute's directorate). This statement also identifies the internal
organization and responsibilities for the effective operation of the Quality System.

Quality Management can be considered a somewhat wider interpretation of the concept of

"Good Laboratory Practice" (GLP). Therefore, inevitably the basics of the present
Guidelines largely coincide with those of GLP. These are discussed below in Section 1.5.

Y An even wider concept of quality management is presently coming into vogue: "Total
Quality Management" (TQM). This concept includes additional aspects such as leadership
style, ethics of the work, social aspects, relation to society, etc. For an introduction to TQM
the reader is referred to Parkany (1995).


Proper Quality Management implies consequent implementation of the next level: ~


  The ISO definition reads: c c c c  c  c  c   c
 c c  c  
c   c c c 
c  c c  c  c  c
 The result of these actions aimed at the production of quality,
should ideally be checked by someone independent of the work: the Quality Assurance
Officer. If no QA officer is available, then usually the Head of Laboratory performs this job
as part of his quality management task. In case of special projects, customers may require
special quality assurance measures or a Quality Plan.


A major part of the quality assurance is the ~

 c  defined by ISO as c
c  c    c c c
 c c  c 
c  An
important part of the quality control is the ~
 c  the system of activities to
verify if the quality control activities are effective, in other words: an evaluation of the
products themselves.

Quality control is primarily aimed at the    of errors. Yet, despite all efforts, it
remains inevitable that errors are be made. Therefore, the control system should have checks
to   them. When errors or mistakes are suspected or discovered it is essential that the
"Five scare trailed:




Engineering Operations
















Quality System ± General Requirements

Management (EFQM) ± further complement the model with cultural, business, and
competitor analysis activity. The goal of the Tyco Electronics Total Quality Management
Process is delivering products and services that provide value and meet the customer¶s
requirements. The quality policy, associated metrics and goals of the quality management
system shall be evaluated for continued suitability as part of the business assessment process
and associated management review. The ability to provide continual improvement and
breakthrough improvement is a key element for growth and identifying organizational and
individual achievements for recognition.

The Quality Management System shall foster and provide guidance for the continual
improvement efforts including customer satisfaction, and the quality and reliability of our
products, processes and services. The Six Sigma Operational Excellence initiative provides
the framework and process for managing breakthrough improvement. Specific authority
shall be given to those responsible for product, process, or system quality to:

Õc Determine the sequence and interaction of the processes needed to maintain the
quality management system;
Õc Determine criteria and methods needed to ensure that both the operation and control
of the processes are effective;
Õc Measure, monitor and analyze these processes and implement actions necessary to
meet goals and to drive continual improvement;
Õc Initiate action to prevent nonconformance¶s;
Õc Initiate action to identify, record, and correct problems;
Õc Initiate, recommend or provide solutions;
Õc Verify implementation of solutions;
Õc Control further processing, delivery, or installation of nonconformance¶s;
Õc Utilize the DMAIC (Define, Measure, Analyze, Improve and Control) process to
implement breakthrough improvement;

Quality costumer system

















































Documentation Requirements

Õc Quality Policy and Quality Objectives

This quality manual contains the statement of the Quality Policy and Quality
Õc Quality Manual
The Quality function shall establish, implement, and maintain a documented quality
system as a means of ensuring that products and services conform to specified
The documented quality system shall provide for timely consideration of the
following activities in meeting specified requirements:
½c Quality planning;
½c The identification and facilitation of controls, processes, inspection,
equipment, fixtures, production resources, and skills that may be needed to
achieve the required quality;
½c The updating, as necessary, of quality control, inspection, and testing
techniques, including the development and acquisition of new
½c The clarification and documentation of standards of acceptability for all
features and requirements, including those which may contain a subjective
½c For the entire product life cycle, ensuring the compatibility of the design,
support services, production process, installation, inspection and test
procedures, and the accuracy of the applicable documentation the
identification of suitable verification at appropriate stages of product or
service development.
Õc Document and Data Control
The document control process shall provide for the timely review (e.g. business
days, not weeks or months), distribution and maintenance of documentation for
policies, processes, procedures, or techniques. The process shall provide for
document approval, the use of a unique identifier for each controlled document, a

distribution list or an equivalent method for identifying recipients, and change
control. This control applies to documents regardless of format or media.
A master list or equivalent document control procedure shall identify the current
revision of documents in order to preclude the use of non±applicable documents.
Where practicable, this list shall be available on line to provide timely knowledge of,
or access to, the appropriate revision of Changes shall not be permitted in data
records that verify product, process, or system acceptance without adequate control
and approval.
Corporate forms should be used where possible; equivalent forms may be generated
electronically as long as they contain the same information. Customer supplied
documents that can influence the design, verification, validation, inspection; testing
or servicing of the product shall be controlled in accordance with the established
Documents shall be reviewed and changes implemented based on the customer
required schedule. A record of the date on which each change is implemented in
production shall be maintained. (TS)
Õc Initial Issue
The initial issue of internally controlled documents shall be coordinated with and
approved by the appropriate authorized personnel prior to release of the documents.
Initial release of documents shall be through the documented Engineering Change
process. When non±Tyco Electronics documents have been verified as applicable to
Tyco Electronics, the revision status shall be monitored and distribution shall be
controlled within the company by the chartered function.
Õc Changes
Subsequent changes to controlled documents shall be made in accordance
documented procedures and shall be reviewed and approved by the same functions
that performed the original review and approval unless specifically designated
otherwise. The procedure shall require date of approval and the effective date that
product / document compliance to the change is required.

When changes are made to products or processes or when new processes are
initiated that affect the customer drawing or product specification, identified internal
and external customers shall be notified in accordance with documented procedures.
Õc Drawings, Standards, and Specifications
All drawings shall be prepared in accordance with Tyco Electronics Drafting
Standards. The Development / Product Engineering function shall be responsible for
the preparation, maintenance, standardization, and obsolescence of all product
drawings. All applicable Tyco Electronics Standards and Specifications ± such as
Design, Material, Mold, Finish, Quality, and Packaging ± shall be used. The
applicable Engineering function shall be responsible for the preparation,
maintenance, standardization, and obsolescence of all standards and specifications.
Õc Control of Quality Records
It is the responsibility of all Business Units to identify, collect, maintain, store, and
dispose of quality records to demonstrate conformance to established requirements
and the effective operation of the quality management system. Records shall remain
legible, readily identifiable and retrievable.
½c Records of customer contracts that require less stringent quality systems
½c Management quality system reviews;
½c Employee qualifications and training records;
½c Design, development, and testing activities;
½c Customer contract and / or purchase order reviews;
½c Design inputs;
½c Design reviews and resulting actions;
½c Results of verification and validation testing, including any necessary actions;
½c Changes during the development process;
½c Supplier records;
½c Inspection plans / control plans and results, including, as applicable, receiving,
in±process, and final;

½c Records of nonconforming material transactions, including: inspection
rejections, internal rejections, deviations, customer complaints, and return
½c Corrective and preventive actions; Safeguards shall be maintained for records on
any media that protects against disaster, system obsolescence, and loss.
Õc Record Retention
Production part approvals, tooling records, purchase orders and amendments shall be
maintained for the length of time that the part (or family of parts) is active for
production and service requirements plus one calendar year unless otherwise
specified by the customer. (QS)


Õc Management Commitment
Senior management has total quality leadership responsibility for Total Quality
Management and Six Sigma Operational Excellence. This includes ensuring the
availability of resources, establishment and review of the quality policy and quality
objectives, implementation, and continual improvement of the quality management
system and deployment of breakthrough process improvement initiatives. Senior
management also has the responsibility to communicate the importance of meeting
customer, safety and regulatory requirements. The Business Unit Leaders, including
Quality Assurance, Engineering, Operations, Sales and Marketing support and assist
senior management in these initiatives.
Senior management shall monitor the product realization processes and the support
processes to assure their.
Õc Customer 6ocus
Frequently these meetings involve the review of our performance as a supplier to
these customers.
The Sales and Marketing organization is the primary representative during these
customer meetings. They will request participation from other applicable functions

depending on the agenda for the meeting. Additionally, the opportunity to host
customer representatives in our manufacturing and engineering facilities frequently
results in a better mutual understanding of customer requirements and supplier
The various organizational structures and entities, such as teams, account
management, industry management and customer service are deployed by
management to align our internal capabilities with the needs of our customers.
Õc Quality Policy
÷It is the policy of Tyco Electronics to deliver error±free products and services on
time. Processes and controls shall be implemented such that tasks are performed
properly the first time and to ensure that all products and services provided to our
customers and to internal operations meet established requirements. Quality,
continual improvement and customer satisfaction are the personal responsibility of
each employee.
Õc Planning
Õc Quality Objectives
The quality management system and sustaining processes must support the Quality
Policy and the company¶s goal of achieving EBIT (Earnings Before Interest and
Taxes) performance. An effective quality management system will assist the
company in meeting the needs of our customers through the on time delivery of error
free products and services. The quality management system will provide for timely
and effective corrective action and provide a factual basis for continual improvement
and defect prevention. Six Sigma Operational Excellence utilizes the DMAIC
process to achieve breakthrough results. .
Õc Quality Management System Planning
Quality planning at the company level shall consist of implementation, updating, and
maintenance of this Quality Manual, Specification 102±1 and the supporting quality

Õc Management Responsibilities

Ensuring that every employee under their direction is properly trained and aware of
their role and responsibilities in carrying out the assigned quality activities that are
defined in the quality policy and applicable quality specifications; Serving as the Six
Sigma Operational Excellence Deployment Champion for Black Belt projects within
their facility or team; Participating in the periodic review of the Total Quality
Management Process and the implementation of any identified required
improvements; Ensuring that adequate resources are assigned and made available for
the completion of the appropriate quality activities within their assigned scope of
responsibility; Determining the sequence and interaction of the processes needed to
maintain the quality management system; Measuring, monitoring and analyzing
these processes and implementing actions necessary to meet goals and to drive
continual improvement; Ensuring the availability of information necessary to
support the operation and monitoring of these processes; Ensuring compliance with
applicable safety and regulatory requirements.
Õc Team / Product Engineering Responsibilities:
Assurance and validation that all newly released products for sale comply with all
agree upon customer requirements; Ensuring that all customer requirements are
identified and planned for as part of the product design documentation, including but
not limited to, material requirements, requirements for packaging and shipping, and
required / agreed upon documentation that may be required with shipments;
Identifying, analyzing, reviewing, and documenting any special customer quality,
test, packaging requirements, including any exceptions prior to submitting a
quotation or proposal; Internal coordination of customer / product line approvals and
periodic product requalification; Measuring, monitoring and analyzing these
processes and implementing actions necessary to meet goals and to drive continual
improvement. Utilizing the DMAIC process when participating on Six Sigma
Operational Excellence project teams or other applicable improvement activities.

Õc Team / Manufacturing Engineering Responsibilities:
Definition, validation, and installation of manufacturing processes that will
consistently produce product in accordance with all identified safety, regulatory and
customer requirements, including any applicable process control methodologies to
assure conformance to requirements; Ensuring that appropriate process
documentation is initiated and maintained; Implementing appropriate methods for
the initiation / collection of any customer required process documentation (e.g.
process control records, SPC, test / inspection records, traceability etc.); Measuring,
monitoring and analyzing these processes and implementing actions necessary to
meet goals and to drive continual improvement. Utilizing the DMAIC process when
participating on Six Sigma Operational Excellence project teams or other applicable
improvement activities.
Õc Master Black Belt Responsibilities:
Works with senior management to identify, classify and prioritize Six Sigma
Operational Excellence projects; Organizes and provides Six Sigma training within
the Business or designated portion of the Business; Coaches and assists the Black
Belts and Green Belts with the technical aspects of the DMAIC process.
Õc Black Belt Responsibilities:
Serving as the key Six Sigma Operational Excellence project leader within the
Business or designated portion of the Business; Implementing the principles,
practices and techniques of Six Sigma and LEAN to achieve the goals and objectives
of the assigned project; Providing on±site project management and support;_
Coaches and provides technical support to the Green Belts assigned to Six Sigma
project within the Business or designated portion of the Business; Utilizing the

m cmc

To describe initial testing of the Assessment of Chronic Illness Care (ACIC), a practical
quality -improvement tool to help organizations evaluate the strengths and weaknesses of
their delivery of care for chronic illness in six areas: community linkages, self-management
support, decision support, delivery system design, information systems, and organization of
care. DATA SOURCES :(1) Pre-post, self-report ACIC data from organizational teams
enrolled in 13-month quality-improvement collaborative focused on care for chronic
illness;(2) independent faculty ratings of team progress at the end of collaborative. STUDY
DESIGN: Teams completed the ACIC at the beginning and end of the collaborative using a
consensus format that produced average ratings of their system's approach to delivering care
for the targeted chronic condition. Average ACIC subscale scores (ranging from 0 to 11,
with 11 representing optimal care) for teams across all four collaborative were obtained to
indicate how teams rated their care for chronic illness before beginning improvement work.
Paired t-tests were used to evaluate the sensitivity. of the ACIC to detect system
improvements for teams in two (of four) collaborative focused on care for diabetes and
congestive heart failure (CHF). Pearson correlations between the ACIC subscale scores and
a faculty rating of team performance were also obtained. RESULTS: Average baseline
scores across all teams enrolled at the beginning of the collaborative ranged from 4.36
(information systems) to 6.42 (organization of care), indicating basic to good care for
chronic illness. All six ACIC subscale scores were responsive to system improvements
diabetes and CHF teams made over the course of the collaborative. The most substantial
improvements were seen in decision support, delivery system design, and information
systems. CHF teams had particularly high scores in self-management support at the
completion of the collaborative. Pearson correlations between the ACIC subscales and the
faculty rating ranged from .28 to .52. CONCLUSION: These results and feedback from
teams suggest that the ACIC is responsive to health care quality-improvement efforts and
may be a useful tool to guide quality improvement in chronic illness care and to track
progress over time.

A Total Quality oriented organization must have at least following principal objective.
Organization should have many more additional specific objectives.

Õc Customer focus, customer delight/satisfaction.
Õc Continuous improvement as a culture of the organization, which must be the way of
Õc Focused, continuous and relentless cost reduction.
Õc Focused, continuous and relentless quality improvement.
Õc To create an organization whereby everyone is working towards making their
organization the best in its business, and to capitalize on the sense of achievement
and working in a world-class organization.
To achieve these objectives, TQM must include a ten dimensional-framework

An Integrated TQM Model

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Why TQMâ

In a global marketplace a major characteristic that will distinguish those organizations that
are successful will be the quality of leadership, management, employees, work processes,
product, and service. This means that products must not only meet customer and community
needs for value, they must be provided in a continuously improving, timely, cost-effective,
innovative, and productive manner.

GOAL/QPC's Synthesis

There are a variety of strategies being used to implement quality management. These
include a "guru" approach, a "quality award" approach, and an ala carte (pick a few pieces
of different things and try them) approach. From observation and direct experience with
companies implementing TQM, as well as an analysis and critique of different TQM
implementation strategies, GOAL/QPC constructed a TQM Wheel to provide a holistic
view, and a Ten-Element Model to outline an implementation
strategy that allows organizations to get started fairly quickly and
begin to improve effectiveness, even though it will take several
years to become fully operational.

What is called TQM has never stood still. As with any dynamic
management system, TQM has continuously evolved over the last

half of the Twentieth Century. GOAL/QPC has been an active partner in this evolution since

While numerous improvements have been made throughout the world, the elements that
make up the TQM Wheel and Ten Element Model are foundational to good quality

In today's world, two of the most effective and popular "new" management models are Lean
and Six Sigma. Both of these models utilize the basic TQM elements and add on some extra
refinements to achieve a more robust and powerful system for customer-focused product
and service excellence that also focuses on optimizing costs and profits. IC process on
assigned projects.


Õc Employee Suggestion Programs

Interested in more information about quality, continuous improvement, kaizen
events and other ways organizations are involving people in business decisions and
process improvements? Employee suggestion programs can help with quality and
process improvement, when implemented effectively. Learn about the role of quality
and continuous improvement in business and management.

Õc Quality Management
From the theoretical basis of W. Edwards Deming and his fourteen points of quality
to the latest in practical applications of TQM, these sites will help set a foundation
for the use of Total Quality Management and Continuous Improvement.

Õc Harness the Power of an Employee Suggestion Program

The pitfalls of an ill-conceived employee suggestion program are multiple,
legendary and most frequently - avoidable. A carefully constructed suggestion
program, launched with organizational commitment, clarity and ongoing
communication can positively impact your bottom line. With these tips and ideas
you can implement an employee suggestion program that will succeed beyond your
wildest dreams.

›  c

No evaluation on quality management systems would be complete without noting the

potential for additional improvements. The quality process demands a push toward
continuous improvement of customer focus and operational procedures. Quality is a
journey, not a destination. There are four major opportunities for improvement in the quality
planning process. Additional strategic planning initiatives Organizational goal setting
Evaluation of correct performance indicators Development of additional internal and
external performance measures for the organization.

In most of the organizations studied, strategic planning took place at levels higher in the
DOT and included limited input from the various ROW divisions. In other words, the
ROW's goals were in a large part set by others outside of the division. The opportunity
exists for ROW divisions to implement their own strategic quality planning initiatives that
include sub-goals, action items, resource deployment plans, and recognition systems
specific to the needs of the division. In this way, the mission and goals of the division can be
aligned with the mission and goals of the larger organization.

Along with the strategic planning initiative comes the opportunity for everyone to take part
in the goal planning process. Goals set by the division should be measurable, and personnel
within the organization should be held accountable for them.

In order to evaluate these goals, organizations need to deploy the correct performance
indicators. Performance indicators should measure input to a process, not the output of it. .