A model Management framework

for Total Quality

Six Key Elements
 This model provides a guide to making decisions on your
own improvement process & on how to manage &
implement the necessary changes.

 Planning the improvement process for your organization

is a very important matter.

 To start it is necessary to define a series & methods for

the key elements of a management framework by
answering the following questions:
1. What are the missions aims & objectives that you wish
you to achieve (in short &long range) & how are these
to be communicated to staff, suppliers, & customers?
2. How are you collate external customer & competitor
intelligence?
3. How are you going to measure performance?
4. How are you going to highlight & communicate
improvement opportunities?
5. By what means are improvement opportunities to be
implemented?
6. How are you going to co-ordinate the Total Quality
programme?
Communication of missions, Collection & Measurement
Aims & objectives Collation of external Of internal business
intelligence performance

defining measuring measuring

Ongoing
Improvement
Process

Prioritizing acting Co-ordinating

Identification Continuous Steering &

Of improvement Implementation of Coordination of
opportunities Changes/improvements
TQM programme
 ELEMENT 1 – COMMUNICATION OF MISSIONS ,
AIMS AND OBJECTIVES

 Total quality policy

 Companies successful in implementation of total
quality will typically have statements embracing:
• Why the organization exists.
• What business the organization should or will be
involved in.
• What unique or distinctive competence the
organization should concentrate on.
• How the organization will conduct its business
(its values).
• Business aims and objectives
• Once the aims of total quality have been defined , every organization will set
itself a series of objectives that they intend to achieve through TQM. These
business objectives are effectively the benefits to be gained and , although
they will vary from organization to organization , often realized benefits
include :
• The improvement of profitability by increased operational efficiency
• Cultural and behavioral change
• The prevention of waste
• The improvement of customer satisfaction
• Maintaining or increasing market share
• The achievement of product and business excellence
• Releasing your organizations people potential
• The improving of product or service quality , product safety and reliability
• The minimization of loss to the individual , the company and the community
• Associated improvements in operational safety , occupational health and the
environment
• Encouragement of each individual s personal improvement , innovation and
creativity
 Targets and measurements
 Once set , measured progress to and achievement of these
objectives may well become the overall performance measure of the
success of your business , let alone its Total Quality Strategy.

Communication and training

Finally , note that:
• These aims and objectives may will affect your staff at all levels. At
the level of the individual or a process they may will result in
specific performance targets.
• You will need to address methods of ongoing communication and
review.
• Many of these aims and objectives for Total Quality will be new
concepts to many of your staff and a programme of ongoing
training will be needed.
 Element 2- Collection of External
Intelligence
 The Market: The success of any organization is
dependent on how accurately it has understood & define
the needs & expectations of its customers, (external) who
are essential for its existence, & (internal) or employees ;
& how they are efficient in converting those needs &
expectations into products & services.
 Customer attitude & needs: have collected data capable
of providing evaluation of their performance of customer
satisfaction.
 Comparisons with competitors: Create business targets
based on evaluation of their competitor’s performance.
 The business environment: Environmental & societal
factors are significant in external evaluation.
 Element 3: Measurement of
Internal Performance
 Inspection at the end of the process is not the rout of
improvement.
 When evaluating your measurement strategies remember:
1. Concept 3 (control of business processes)
2. secondly, concept 6 – Leadership &
Teamwork : will help in utilizing people
performance.
3. Apply measurement to all departments.
 Using several techniques ranging from quality costs to
statistical techniques (auditing, process management, &
statistical process control).
 Element 4: Identification of
Improvement Opportunities
 Allocation responsibility for improvement both
vertically, within an organizational structure, &
horizontally, in the processes that flow across
organizational boundaries.
 Interdepartmental preventive action for reducing
weakness in the horizontal dimension (Employee
participation).
 Use a formal system of communication to
highlight the need for corrective action.
 Use documented systems of communication to
highlight the need for corrective action.
 Element 5 – Implementation of
changes
 Create environment that empowers & challenges its staff to
change & improve their performance continually. You should not
hesitate with the answer of the following questions:
1. Is firefight still, secretly, a favorite?
2. Are you trying to control people through systems?
3. Do you have open communication & teamwork?
4. How compartmentalized is your business?
5. Do people identify with processes

 Use of Teams: To achieve change is to manage your major

business improvement projects by the use of teams trained in
problem-solving techniques, thus promoting teamwork &
involvement.
 Element 6 – Steering & co-
ordination of the TQM program

Steering group
 Responsibility of each & every individual should be
accepted with the steering group.
 Key issues such as (resource prioritization, recognition of
efforts, performance updates/ communication) are often
handled by a group to which is allocated responsibility for
steering & co-ordination.
Communication
 It is important to communicate progress through suitable
channels. (Company newsletter, regular team briefing).
Consider also use of notices & personal communications.