Deming s 14 Points for the Transformation of Management

Size: px
Start display at page:

Download "Deming s 14 Points for the Transformation of Management"

Transcription

1 Deming s 14 Points for the Transformation of Management It is not necessary to change. Survival is not mandatory W. Edwards Deming 2008 E: marval.co.uk

2 Profile W.Edwards Deming was a world famous business man whose concepts and methods dramatically altered the economy and working methods of Japan. He was virtually unknown in his native United States until his expertise in quality management was noticed and applied by the Ford Motor Corporation. Subsequently, he helped many, many companies in many industries to turn around their productivity and competitiveness the effects of which are still felt in the US Economy today. E: marval.co.uk 2

3 Profile Deming s formulation of his Fourteen Points is seen by many as the management equivalent of the 10 Commandments. Like many quality driven approaches, the fourteen points take a holistic view of an organisation, how it works, and its relationships with its stakeholders. E: marval.co.uk 3

4 Point 1. Create constancy of purpose towards improvement of product and service, with the aim to become competitive, to stay in business and to provide jobs E: marval.co.uk 4

5 Point 1 Supporting Notes For Deming, the idea of constancy revolves around the customer. Success depends on how well a company evaluates its processes, products and markets in order to understand future customer requirements. On a macro level this entails long term commitment to invest and adapt to changes in the market place. On a micro level, it means fine tuning of every function around changes in strategy that may be needed to meet long term market needs E: marval.co.uk 5

6 Point 2. Adopt new philosophies. Management must awake to new challenges, learn their responsibilities and take on leadership for change. E: marval.co.uk 6

7 Point 2 Supporting Notes In Deming's view, the concept of quality becomes the mission. Quality means giving the customer what he or she has a right to expect. Business cannot afford to tolerate mistakes, defects, poor workmanship or anything else that detracts from quality. Defects of any type are costly, reliable products reduce costs. E: marval.co.uk 7

8 Point 3. Cease reliance on mass inspection to achieve quality. Eliminate the need for mass inspection by building quality into the product in the first place. E: marval.co.uk 8

9 Point 3 Supporting Notes Dependency on inspection at key points in a process to ensure quality is too late, expensive and ineffective. With this type of policy, companies are paying workers to make mistakes and then correct them. Quality comes not from inspection but from improvement of the process. By spotting problems in the process early, they can be nipped in the bud. E: marval.co.uk 9

10 Point 4. End the business of awarding business on the basis of price tags. Instead minimise total cost. Move towards a single supplier for any one item, based on a relationship of long term loyalty and trust. E: marval.co.uk 10

11 Point 4 Supporting Notes Price has no meaning without a measure of the level of quality being delivered. An example is the purchase of a product after a tender process from the lowest bidder without careful attention to specification. This can only increase costs elsewhere. When the concept of quality becomes the central focus, the idea of buying from the lowest bidder gets abandoned. Deming insisted that the principle of close cooperation between customer and supplier would inevitably lead to a process of continuous improvement. E: marval.co.uk 11

12 Point 5. Improve constantly and forever the system of production and service to improve quality and productivity, and thus constantly decrease costs E: marval.co.uk 12

13 Point 5 Supporting Notes Deming believed that each product should be regarded as one of a kind and that there is only one chance of success. In his view the concept of quality should be built in at the design stage and team work in design is fundamental to the process. Deming was an exponent of the Shewhart cycle as an approach to process analysis and improvement. E: marval.co.uk 13

14 Point 5 Supporting Notes The Shewhart cycle can be summarised as follows: Plan a change of what needs to be improved Carry out the change on a small scale Observe the result Study the results and decide what can be learned The underlying concept in simplistic terms is : Plan-Do-Check-Act... E: marval.co.uk 14

15 Plan-Do-Check-Act methodology for service management processes Copyright British Standards Institute E: marval.co.uk

16 Point 6. Institute training on the job. E: marval.co.uk 16

17 Point 6 Supporting Notes Too often workers learn their skills from other workers who themselves have inadequate training. It is useful to train as many workers as possible to recognise when a system is drifting out of control. Workers can do this more efficiently than quality engineers. In addition, workers and managers need to be trained to identify improvement opportunities. E: marval.co.uk 17

18 Point 7. Institute leadership. The aim of supervision should be to help people and machines to do a better job. E: marval.co.uk 18

19 Point 7 Supporting Notes Deming's ideas of leadership revolve around the concept of turning the role of managers and supervisors from policeman to trainer. Since lead management plays a key role in the realisation of quality, management reviews should include discussion on problems and potential solutions. Lead managers should not judge workers on their performance, instead they should look at their own performance to see how that can improve the effectiveness of others. E: marval.co.uk 19

20 Point 8. Drive out fear so that everyone may work effectively for the good of the organisation E: marval.co.uk 20

21 Point 8 Supporting Notes Coercion or management through fear is destructive. It impedes production and interferes with quality work. People cannot perform at their best unless they are secure and are not afraid to express their opinions and fears. Workers who fear their managers or supervisors may well produce the minimum required, but they will not achieve quality. E: marval.co.uk 21

22 Point 9. Break down barriers between departments. People in research, design and production must work as a team to foresee problems of production and use that may be encountered with product or service. E: marval.co.uk 22

23 Point 9 Supporting Notes Breaking down barriers between staff is a matter of team work. There is a lot of truth in the parable that an elephant is a mouse designed by a committee, that did not talk to the creator. E: marval.co.uk 23

24 Point 10. Eliminate slogans, exhortations and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create antagonistic relationships because the bulk of the causes of low quality and production are a fault of the system and are often beyond the power of the work force E: marval.co.uk 24

25 Point 10 Supporting Notes At first glance such exhortations seem harmless. According to Deming however, such exhortations are aimed at the wrong people. They advertise to workers that management is unaware of the barriers to pride in workmanship, thus creating antagonistic relationships. Because most causes of low quality are systematic, the power to effect improvement lies beyond the work force. Workers can do little to change the system, the burden of improvement rests with management. E: marval.co.uk 25

26 Point 11. Eliminate quotas on the factory floor eliminate management by objective and eliminate management by numbers and numerical goals. Instead substitute leadership. E: marval.co.uk 26

27 Point 11 Supporting Notes The problem with management by objective (MBO) is that an organisation can achieve almost any objective given appropriate resources. The issue is that workers can only function as well as circumstances permit because they focus on the goal rather than the process. Peer pressure will often mean that good workers will achieve the average, where poorer workers will never achieve the mean. The way to improve production is to improve the system and find out who is having problems. E: marval.co.uk 27

28 Point 12. Remove barriers that rob hourly workers of their right to pride in workmanship. This means, inter alia, the abolition of annual reviews or merit ratings and management by objective. The role of supervisors must be changed from monitoring numbers to creating quality E: marval.co.uk 28

29 Point 12 Supporting Notes Often managers do not understand the issue of pride in workmanship because they do not focus on the human processes behind a product or service. Deming believed that performance rating systems were inherently unfair as over time, providing the system was refined and predictable, most workers will perform at the same level, only a few would deviate. E: marval.co.uk 29

30 Point 13. Institute a vigorous programme of education and self improvement E: marval.co.uk 30

31 Point 13 Supporting Notes Although this is similar to point six, the thrust of this point is that educating and improving the knowledge of the workforce enables them to understand the impact of future challenges and to come up with their own solutions E: marval.co.uk 31

32 Point 14. Put everybody in the organisation to work to accomplish quality. Quality is the job of everybody E: marval.co.uk 32

33 Point 13 Supporting Notes According to Deming, the first and most important step on the road to quality is achieved when everyone understands the importance of the fourteen points and becomes an active participant in their implementation. Every job in an organisation is part of the production process, and to achieve the necessary transformation everyone must be committed to analysing every step, because only by understanding the role of each job plays in the company s strategy can the production process be improved. E: marval.co.uk 33

34 The end E: marval.co.uk 34

35 TQM Background Deming & Juran Deming showed how quality problems could be statistically analysed and the root causes highlighted. Joseph Juran also insists upon the human side of quality - that employees would respond to efforts to build in quality, if properly trained. Such training is not just about statistical techniques or technical information but also in holding and participating in meetings, listening to others who had contributions to make and researching problems. Juran's views essentially empower employees to manage quality, to reject sub-standard assemblies, to call for and participate in quality analysis and create ideas for quality improvement. This has often involved the creation of Quality Circles, the formation of groups of employees, often voluntary, who study quality problems and identify causes and solutions. A Management & a Process Issue Companies' attempts to install TQM have often failed. In general, this has been that the company concerned has not taken seriously enough the fact that TQM involves a cultural change for the organisation. It creates a shift in power between boss and subordinate. Many managers, in particular the less well trained, have seen employees as adjuncts to their jobs, as people to be told what to do. People who are disempowered in this way will clearly not take initiative in identifying process or sub-component faults. Human nature being what it is, employees treated this way will say "It's none of my business if the process or sub-components are at fault. Let management get on with it!" Managers have to learn to support, encourage and listen. Empowerment, therefore, has been seen as a necessary part of the installation of TQM. The key to success is to identify the management culture before attempting to install TQM and to take steps to change towards the management style required for it. Since culture is not the first thing that managers think about, this step has often been missed or ignored with resultant failure of a TQM strategy. TQM also stresses the system or process side of the organisation. In some organisations, systems and processes are either absent or ignored. Some managers appear to take a pride in believing that Rules are made for other people, considering rules so much undesirable bureaucracy. Such organisations appear to meet each event as brand new. They rely upon the knowledge in people's heads on how to get things done - and people forget or have varying ideas. TQM is rarely appropriate to the whole of an organization's life. However, in most companies and in most jobs, management or otherwise, 80% of what happens is routine. They key is to focus on this 80%, to systematise it so that energy and attention can be concentrated on the remaining 20% that demands individual or group creativity and thought. The 80% that is routine in most companies is a suitable subject for TQM, whether this be order processing, manufacture, cooking burgers, servicing washing machines or even performance appraisal administration. However, while the system is the focus of quality improvement, it is people who have to identify the issues and opportunities and make changes in the way that they work to accommodate the solutions. Thus, ultimately, the key skill in implementing TQM is the skill of managing change E: marval.co.uk 35

Appendix A: Deming s 14 Points for Management

Appendix A: Deming s 14 Points for Management Appendix A: Deming s 14 Points for Management All anyone asks for is a chance to work with pride. W. Edwards Deming* 1. Create constancy of purpose toward improvement of product and service, with the aim

More information

Total Quality Management TQM Dr.-Ing. George Power. The Evolution of Quality Management

Total Quality Management TQM Dr.-Ing. George Power. The Evolution of Quality Management Total Management TQM Dr.-Ing. George Power The Evolution of Management The Evolution of Management Assurance Total Control Companywide Control Mass Inspection Control (Acceptance Sampling) 2 Evolution

More information

QUALITY GURUS (part 1) Manuel Rincón, M.Sc. September 24th, 2004

QUALITY GURUS (part 1) Manuel Rincón, M.Sc. September 24th, 2004 (part 1) Manuel Rincón, M.Sc. September 24th, 2004 Lecture Outline I. Introduction to Quality Experts II. Quality Philosophies Americans PHILIP CROSBY EDWARD DEMING ARMOND FEIGENBAUN JOSEPH JURAN Japanese

More information

TOPIC 8 QUALITY OBJECTIVE. Quality

TOPIC 8 QUALITY OBJECTIVE. Quality TOPIC 8 QUALITY Q Copyright Houghton Mifflin Company. All rights reserved. 8-1 OBJECTIVE What is Quality & Its Importance Total Quality Management (TQM) Dimensions of Quality Element of TQM TQM vs. Traditional

More information

Deming s 14 Points for TQM

Deming s 14 Points for TQM 1 Deming s 14 Points for TQM 1. Constancy of purpose Create constancy of purpose for continual improvement of products and service to society, allocating resources to provide for long range needs rather

More information

There is a Relationship Between Systems Thinking and W. Edwards Deming s Theory of Profound Knowledge.

There is a Relationship Between Systems Thinking and W. Edwards Deming s Theory of Profound Knowledge. There is a Relationship Between Systems Thinking and W. Edwards Deming s Theory of Profound Knowledge. Dr. Barbara Berry The Berrywood Group Deming s theory of profound knowledge is a management philosophy

More information

1 Introduction to ISO 9001:2000

1 Introduction to ISO 9001:2000 Introduction to ISO 9001:2000 CHAPTER 1 1 Introduction to ISO 9001:2000 By the end of this chapter you should be able to: Describe the origins of quality management systems. Describe the potential benefits

More information

Paul Harts. 055 45 28 480 paul.harts@me.com. dinsdag 25 juni 13

Paul Harts. 055 45 28 480 paul.harts@me.com. dinsdag 25 juni 13 Paul Harts 055 45 28 480 paul.harts@me.com There is no such thing as too much structure trends / / of course, social media quality (and what it is) management (and what it is) quality management (and what

More information

Lecturer : Asst. Prof. Dr. Emine ATASOYLU. Lecture 2

Lecturer : Asst. Prof. Dr. Emine ATASOYLU. Lecture 2 Lecturer : Asst. Prof. Dr. Emine ATASOYLU Lecture 2 Deming s Philosophy h This philosophy is focused on management. Without management commitment, the adoption and implementation of a total quality system

More information

The Original Quality Gurus

The Original Quality Gurus The Original Gurus What is a quality guru? A guru, by definition, is a good person, a wise person and a teacher. A quality guru should be all of these, plus have a concept and approach quality within business

More information

Deming s 14 Points for Management

Deming s 14 Points for Management Quality Management Deming s 14 Points for Management The Secret of Success is Constancy to Purpose. Benjamin Disraeli Speech [June 24, 1872] Deming s 14 Points Page 1 Deming s Quality Chain Reaction Deming

More information

Class Objectives. Total Quality Management. TQM Definitions. TQM Definitions. TQM Definitions. TQM Definitions. Basic concepts on TQM

Class Objectives. Total Quality Management. TQM Definitions. TQM Definitions. TQM Definitions. TQM Definitions. Basic concepts on TQM Class Objectives Total Quality Management FScN 4131 Food Quality Basic concepts on TQM Compare TQM philosophies Describe the TQM process Total: Everyone should be involved Quality: customers should be

More information

The Total Quality Approach to Quality Management: Achieving Organizational Excellence

The Total Quality Approach to Quality Management: Achieving Organizational Excellence The Total Quality Approach to Quality Management: Achieving Organizational Excellence Alessandro Anzalone, Ph.D. Hillsborough Community College, Brandon Campus 1. What is Quality? 2. The Total Quality

More information

Total Quality Management Applied to Schools

Total Quality Management Applied to Schools VOLUME 1, NUMBER 1, 2010 Total Quality Management Applied to Schools Fred C. Lunenburg Sam Houston State University ABSTRACT The concepts formulated by Total Quality Management (TQM) founder, W. Edwards

More information

- White Paper - The Deming Guide to Quality. Point One Create Constancy of Purpose for Improvement of Product and Service

- White Paper - The Deming Guide to Quality. Point One Create Constancy of Purpose for Improvement of Product and Service - White Paper - The Deming Guide to Quality By Christophe Barriere-Varju BvW Global Dr. Deming does not consider it as sufficient merely to solve problems, big or small. He seeks a major transformation

More information

ME2110. Lecture 14: Total Quality Management - TQM

ME2110. Lecture 14: Total Quality Management - TQM ME2110 Lecture 14: Total Quality Management - TQM Key Concepts Quality and Price Quality vs Quality Standards Categories of Quality Inspection vs Quality Management GIT 2 Outline 1. Introduction 2. Defining

More information

Total Quality Transportation Through Deming s 14 Points

Total Quality Transportation Through Deming s 14 Points Top Quality Transportation Through Deming s 14 Points Total Quality Transportation Through Deming s 14 Points Bhimaraya A. Metri, Management Development Institute, India Abstract Transportation organizations,

More information

Assessment of Deming s Philosophy for Implementing Total Quality Management in U.S. Construction

Assessment of Deming s Philosophy for Implementing Total Quality Management in U.S. Construction Seventh LACCEI Latin American and Caribbean Conference for Engineering and Technology (LACCEI 2009) Energy and Technology for the Americas: Education, Innovation, Technology and Practice June 2-5, 2009,

More information

Continuous Improvement Philosophies

Continuous Improvement Philosophies Inputs Transformation Process Throughput Managing Operations: A Focus on Excellence Cox, Blackstone, and Schleier, 2003 Chapter 3 The Total Quality Management Philosophy: Managing Operations For Quality

More information

Quality Concepts. 1.1 Introduction. 1.2 Quality and Reliability Defined

Quality Concepts. 1.1 Introduction. 1.2 Quality and Reliability Defined 1 Quality Concepts 1.1 Introduction Quality is perceived differently by different people. Yet, everyone understands what is meant by quality. In a manufactured product, the customer as a user recognizes

More information

EVOLUTION OF QUALITY CONCEPTS Here we detail how the definition of quality did evolve over time.

EVOLUTION OF QUALITY CONCEPTS Here we detail how the definition of quality did evolve over time. TOTAL QUALITY MANAGEMENT Quality is a relative term. It is generally used with reference to the end use of the product. The quality is defined as the fitness for use or purpose at the most economical level.

More information

The Philosophy of TQM An Overview

The Philosophy of TQM An Overview The Philosophy of TQM An Overview TQM = Customer-Driven Quality Management References for Lecture: Background Reference Material on Web: The Philosophy of TQM by Pat Customer Quality Measures Customers

More information

Defining Total Quality Management

Defining Total Quality Management The following material has recently been used to great success with management and leadership teams. If you d like to learn more, please review our Programs and contact us at www.leadershiptransformationgroup.com

More information

Deming s Approach to Management

Deming s Approach to Management Deming s Approach to Management I Basic Philosophy Deming s theory of management details the steps that must be taken to transform a company s quality culture. It is a theory that means it is insufficient

More information

Lean Agile Scrum Business Value Development and Delivery using Agility. Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright.

Lean Agile Scrum Business Value Development and Delivery using Agility. Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright. Lean Agile Scrum Business Value Development and Delivery using Agility Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright.net High yield software engineering team Active Customer Involvement

More information

People. Customer Supplier. Commitment

People. Customer Supplier. Commitment Total Management (TQM) Introduction TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality it is a way of managing people and business

More information

QUALITY MANAGEMENT PHILOSOPHIES:

QUALITY MANAGEMENT PHILOSOPHIES: Chapter - 2 QUALITY MANAGEMENT PHILOSOPHIES: Introduction: Dr. Shyamal Gomes When we are trying to understand TQM movement fully, we must look the philosophical concepts of the masters who have shaped

More information

INTERNATIONAL JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING. Quality Gurus: Philosophy and Teachings

INTERNATIONAL JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING. Quality Gurus: Philosophy and Teachings ISSN (ONLINE): 2321-3051 INTERNATIONAL JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING Abstract Quality Gurus: Philosophy and Teachings Mr.Rajan.M.Aole 1, Prof. Vinod S. Gorantiwar 2 Rajiv

More information

TOTAL QUALITY MANAGEMENT SYSTEM

TOTAL QUALITY MANAGEMENT SYSTEM T TOTAL QUALITY MANAGEMENT SYSTEM FOR DELIVERY OF EDUCATIONAL PROGRAMS AND SERVICES M Q M Madison County School System Adopted November 24, 2003 Page 2 Total Quality Management system For delivery of Educational

More information

Topic 12 Total Quality Management. From Control to Management. Deming s Fourteen Points for TQM

Topic 12 Total Quality Management. From Control to Management. Deming s Fourteen Points for TQM Topic 12 Total Quality Management From Control to Management 1 Inspection Error detection of finished goods Rectification Reading guide: Chapter 20 (Slack et al, 2004) and MGT326 Slides/Handout 1 2 Quality

More information

Quality Management Systems (QMS) for Software

Quality Management Systems (QMS) for Software Quality Management Systems (QMS) for Software Preview: This lecture covers the following topics: Historical perspective of QMS Elements of QMS Procedures in a quality management system Statistical Process

More information

British Standard (BS) 5750 - quality assurance?

British Standard (BS) 5750 - quality assurance? Prosthetics and Orthotics International, 1995, 19, 31-36 British Standard (BS) 5750 - quality assurance? D. J. PRATT Derbyshire Royal Infirmary, Derby, UK Abstract BS5750 is the British Standard on "Quality

More information

Introduction to Statistical Quality Control, 5 th edition. Douglas C. Montgomery Arizona State University

Introduction to Statistical Quality Control, 5 th edition. Douglas C. Montgomery Arizona State University Introduction to Statistical Quality Control, 5 th edition Douglas C. Montgomery Arizona State University 3 Learning Objectives 4 1-1 Definitions and Meaning of Quality 1-1.1 The Eight Dimensions of Quality

More information

Chapter. Quality Management Systems

Chapter. Quality Management Systems 14 Chapter Quality Management Systems For more than two decades quality and quality management systems have been leading buzzwords in the business world. Numerous consultants have built their careers around

More information

SOFTWARE TESTING METHOD FOR TQM DEFECT PREVENTION AND TOTAL QUALITY MANAGEMENT

SOFTWARE TESTING METHOD FOR TQM DEFECT PREVENTION AND TOTAL QUALITY MANAGEMENT UNIT V TQM Total Quality Management Introduction, Software reuse for TQM, Software testing method for TQM, Defect Prevention and Total Quality Management, Zero Defect Software Development, Clean room Engineering.

More information

BAPTIST HEALTH SCHOOL OF NURSING NSG 4027: PROFESSIONAL ROLES IN NURSING PRACTICE

BAPTIST HEALTH SCHOOL OF NURSING NSG 4027: PROFESSIONAL ROLES IN NURSING PRACTICE BAPTIST HEALTH SCHOOL OF NURSING NSG 4027: PROFESSIONAL ROLES IN NURSING PRACTICE H1 QUALITY IMPROVEMENT 2006 LECTURE OBJECTIVES: 1. Differentiate between the concepts of quality control/assurance and

More information

Ergonomics and Quality Tradeoffs in Lean Manufacturing. Organizations: A Framework for Integration I E M S

Ergonomics and Quality Tradeoffs in Lean Manufacturing. Organizations: A Framework for Integration I E M S Ergonomics and Quality Tradeoffs in Lean Manufacturing I E M S Organizations: A Framework for Integration Ana M. Ferreras Lesia L. Crumpton-Young, Ph.D. Ahmad K. Elshennawy, Ph.D. Company Success PROFIT

More information

The Investigation On Sustainability Of Total Quality Management In Higher Education Through Deming s Pdca Cycle

The Investigation On Sustainability Of Total Quality Management In Higher Education Through Deming s Pdca Cycle The Investigation On Sustainability Of Total Quality Management In Higher Education Through Deming s Pdca Cycle Göktaş Pinar, Çetinceli Esra Süleyman Demirel Üniversitesi Isparta Meslek Yüksekokulu,Isparta

More information

Chapter 3. Review Questions. 5. Summarize Deming s 14 Points. How does each point relate to the four components of Profound Knowledge?

Chapter 3. Review Questions. 5. Summarize Deming s 14 Points. How does each point relate to the four components of Profound Knowledge? Amy Hissom Homework #4 Philosophies and Frameworks TECH 50000 - Quality Standards Friday, February 04, 2011 Chapter 3 Review Questions 5. Summarize Deming s 14 Points. How does each point relate to the

More information

Chapter 3 02/18/1437. Foundations of Quality Management. Deming (1900-1993) Leaders in the Quality Revolution

Chapter 3 02/18/1437. Foundations of Quality Management. Deming (1900-1993) Leaders in the Quality Revolution Chapter 3 Foundations of Quality Management Evans & Lindsay (2014) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 8e 1 Leaders in the Quality Revolution W. Edwards Deming Joseph M. Juran Philip B. Crosby

More information

Quality Management, 6 th ed. Goetsch and Davis. 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved.

Quality Management, 6 th ed. Goetsch and Davis. 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 1 Quality Management for Organizational Excellence Lecture/Presentation Notes By: Dr. David L. Goetsch and Stanley Davis Based on the book Quality Management for Organizational Excellence (Sixth Edition)

More information

Managing Quality SCM 352. 2011 Pearson Education, Inc. publishing as Prentice Hall

Managing Quality SCM 352. 2011 Pearson Education, Inc. publishing as Prentice Hall 6 Managing Quality SCM 352 Outline Global Company Profile: Arnold Palmer Hospital Quality and Strategy Defining Quality Malcolm Baldrige National Quality Award Cost of Quality International Quality Standards

More information

Total Quality Management and Cost of Quality

Total Quality Management and Cost of Quality Total Quality Management and Cost of Quality Evsevios Hadjicostas The International Quality movement Operator Quality Control Foreman (Supervisor) Quality Control Full-time Inspectors Statistical Quality

More information

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review

More information

Basic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy

Basic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Basic Management Principles Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Learning Objectives Understand basic management principles applying to individuals,

More information

MOTIVATING EMPLOYEES FOR SAFETY SUCCESS

MOTIVATING EMPLOYEES FOR SAFETY SUCCESS MOTIVATING EMPLOYEES FOR SAFETY SUCCESS Thomas R. Krause * and Gordon Sellers # * Behavioral Science Technology, Ojai CA, USA # Behavioural Science Technology International, Bracknell RG12 1JB, Gordon.Sellers@bstsolutions.com

More information

Performance Management

Performance Management Performance Management www.eiilmuniversity.ac.in Subject: PERFORMANCE MANAGEMENT Credits: 4 SYLLABUS Concept of project quality Definitions of Quality and Grade, Features, Development of Quality as a Competitive

More information

Comparisons of Quality Management Systems

Comparisons of Quality Management Systems CQI Learning Lunch Comparisons of Quality Management Systems Host - Dennis Sergent 517-285-5500 October 20th, 2011 10:30 AM to 2:00 PM University Club of Michigan State 3435 Forest Road, Lansing, MI 48909

More information

Total Quality Management

Total Quality Management Total Quality Management 1 Chapter 12: Total Employee involvement 2 Human factor is very important in implementation of any process or principle. It is all the more important in Quality Management. Organization

More information

Chapter 2 Concept of Total Quality Management 4

Chapter 2 Concept of Total Quality Management 4 Chapter 2 Concept of Total Quality Management 4 2.1 Introduction This chapter focuses on the identification of the concept of TQM on the basis of the literature review. Section 2.2 presents the concept

More information

Improving Service Level Performance - Phoenix Process Quality Management

Improving Service Level Performance - Phoenix Process Quality Management Improving Service Level Performance - Phoenix Process Quality Management If you re traveling on a Boeing or Airbus, drive a BMW, Mercedes, Citroen or Peugeot, banked with Deutsche Bank, used an NCR ATM,

More information

Quality Systems Frameworks. SE 350 Software Process & Product Quality 1

Quality Systems Frameworks. SE 350 Software Process & Product Quality 1 Quality Systems Frameworks 1 What is a Quality System? An organization uses quality systems to control and improve the effectiveness of the processes used to deliver a quality product or service A Quality

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT: SIMILARITIES, DIFFERENCES, AND FUTURE DIRECTIONS CEO PUBLICATION G 92-16 (219) EDWARD E. LAWLER III University of Southern

More information

ACCEL TEAM. Team Building. Process Improvement MANAGEMENT MANAGING BETTER, WORKERS WORKING PRODUCTIVELY

ACCEL TEAM. Team Building. Process Improvement MANAGEMENT MANAGING BETTER, WORKERS WORKING PRODUCTIVELY ACCEL TEAM Team Building Process Improvement MANAGEMENT MANAGING BETTER, WORKERS WORKING PRODUCTIVELY TEAM BUILDING PROCESS IMPROVEMENT THE COMMONSENSE, LOW COST APPROACH TO QUALITY, COST AND DELIVERY

More information

Families with Children in Care

Families with Children in Care Families with Children in Care A guide to your rights if your child is in care Partnership with Families Project Family Advocacy Service support for families with children in care Handbook This guide for

More information

Introduction to Project Management

Introduction to Project Management Introduction to Project Management Quality Management Quality Management Learning Objectives Develop a quality management plan. Perform quality assurance. Apply quality tools. 2 What is Quality? Institute

More information

Total Quality Management. Chapter 6. Leadership and Strategic planning For TQM. Chapter6 1

Total Quality Management. Chapter 6. Leadership and Strategic planning For TQM. Chapter6 1 Total Quality Management Chapter 6 Leadership and Strategic planning For TQM Chapter6 1 Leadership and Strategic planning For TQM Managers all over the world recognize the essential role that effective

More information

CHAPTER 1 WHAT IS TOTAL QUALITY MANAGEMENT?

CHAPTER 1 WHAT IS TOTAL QUALITY MANAGEMENT? CHAPTER 1 WHAT IS TOTAL QUALITY MANAGEMENT? An organization planning the implementation of Total Quality Management (TQM) is about to embark on the challenge and opportunity of a lifetime. This adventure

More information

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc.

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. "... the number-one-selling organizational behavior (OB) textbook in the United States

More information

Deming Revisited: The Real Quality Model for Commerce

Deming Revisited: The Real Quality Model for Commerce Deming Revisited: The Real Quality Model for Commerce Final Raphael L. Vitalo, Ph.D. Vital Enterprises Hope, Maine 04847 Contents Preface Acknowledgments Introduction 1 The Breath and Depth of Deming

More information

TOTAL QUALITY MANAGEMENT NEW VALUE MANAGEMENT INITIATIVE. J. Jerry Kaufman, CVS, Fellow President J. J. Kaufman Associates, Inc.

TOTAL QUALITY MANAGEMENT NEW VALUE MANAGEMENT INITIATIVE. J. Jerry Kaufman, CVS, Fellow President J. J. Kaufman Associates, Inc. TOTAL QUALITY MANAGEMENT NEW VALUE MANAGEMENT INITIATIVE J. Jerry Kaufman, CVS, Fellow President J. J. Kaufman Associates, Inc. Houston, TX ABSTRACT This paper addresses making "cost effective delivered

More information

Paradigms of Total Quality Management

Paradigms of Total Quality Management Paradigms of Total Quality Management LIDIA MANDRU, LUCIAN PATRASCU, CLAUDIA-GEORGETA CARSTEA, AURELIAN POPESCU, OVIDIU BIRSAN Department of Mathematics, Informatics and Socio-Human Sciences *, George

More information

Lost in Payroll Land? Join the debate to discover how to make your payroll costs shrink before your eyes!

Lost in Payroll Land? Join the debate to discover how to make your payroll costs shrink before your eyes! Lost in Payroll Land? Join the debate to discover how to make your payroll costs shrink before your eyes! 1. Organising your Global payroll What does that mean? Why does it need to be done? Why it can

More information

Literature Review of Business Process Improvement Methodologies: Executive Summary

Literature Review of Business Process Improvement Methodologies: Executive Summary Literature Review of Business Process Improvement Methodologies: Executive Summary April 2008 Researchers: Dr Zoe Radnor Associate Professor in Operations Management Warwick Business School University

More information

Self Study and Training for Members and Staff of Agricultural Cooperatives A Guidance Manual for Advisers and Trainers

Self Study and Training for Members and Staff of Agricultural Cooperatives A Guidance Manual for Advisers and Trainers Self Study and Training for Members and Staff of Agricultural Cooperatives A Guidance Manual for Advisers and Trainers This manual offers guidance to field workers involved in advising and providing training

More information

Total Quality Management

Total Quality Management Total Quality Management Backgrounds &Concepts Anont Wonggasem Department of Industrial Engineering Faculty of Engineering Kasetsart University Agenda Quality Definition The Quality Evolution Managing

More information

Role Profile. Support Assistant (Community Services) Second Step

Role Profile. Support Assistant (Community Services) Second Step (Community Services) Second Step 9 Brunswick Square Bristol BS2 8PE June 2012 1. JOB DESCRIPTION The job description does not describe a comprehensive list of duties, rather a broader range of accountabilities

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

1.2 Systemic Treatment of quality management (Quality Management System)

1.2 Systemic Treatment of quality management (Quality Management System) AWNY ZREKAT- State University of Moldova 1.2 Systemic Treatment of quality management (Quality Management System) Total Quality Management (TQM): TQM is a set of management practices throughout the organization,

More information

Registered Nurse Southlands Person Specification and Competencies

Registered Nurse Southlands Person Specification and Competencies Competency Profile GROUP COMPETENCY CORE LEVEL OF COMPETENCY A B C D RESULT 1. Customer Focus CUSTOMER ORIENTATION 2. Taking Responsibility 3. Interpersonal Sensitivity 4. Teamwork ALL JOBS 5. Motivation

More information

Primary Care Practice Facilitation Curriculum

Primary Care Practice Facilitation Curriculum Primary Care Practice Facilitation Curriculum Module 8: Approaches to Quality Improvement Agency for Healthcare Research and Quality Advancing Excellence in Health Care www.ahrq.gov Primary Care Practice

More information

We ve all had one. A boss-manager.

We ve all had one. A boss-manager. We ve all had one. A boss-manager. His approach to discipline and problem-solving is to make grand pronouncements about expected behavior. There will be no.... His preferred method of correction is to

More information

Personal Performance Commitments: Setting Individual Objectives for Continuous Improvement

Personal Performance Commitments: Setting Individual Objectives for Continuous Improvement Personal Performance Commitments: Setting Individual Objectives for Continuous Improvement Gregory C. Kesler Competitive Human Resources Strategies, LLC 284 Briar Brae Road Stamford CT 06903 G.C. Kesler,

More information

The Body of Quality Knowledge

The Body of Quality Knowledge Introduction According to Dr. Juran every profession needs a body of knowledge as one of the foundations that defines the profession and provides the basis for regulation of the profession. The Body of

More information

Supervisory Competency Model

Supervisory Competency Model Supervisory Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills LEADERSHIP SKILLS 4. Identifying and Mobilizing Resources 5. Initiating

More information

pm4dev, 2008 management for development series Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS

pm4dev, 2008 management for development series Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS pm4dev, 2008 management for development series Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development

More information

QUALITY MANAGEMENT. An Introduction. John van Rijn INDEVELOPMENT

QUALITY MANAGEMENT. An Introduction. John van Rijn INDEVELOPMENT QUALITY MANAGEMENT An Introduction John van Rijn INDEVELOPMENT QUALITY MANAGEMENT An Introduction Any part of this publication may be fully reproduced or translated provided that the source and author

More information

QUIZ MODULE 1: BASIC CONCEPTS IN QUALITY AND TQM

QUIZ MODULE 1: BASIC CONCEPTS IN QUALITY AND TQM QUIZ MODULE 1: BASIC CONCEPTS IN QUALITY AND TQM These questions cover Sessions 1, 2, 5, 6, 7. The correct answer is shown in bold A fundamental attribute of TQM is Drawing control charts Having team meetings

More information

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture

Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture Chapter 1: Health & Safety Management Systems (SMS) Leadership and Organisational Safety Culture 3 29 Safety Matters! A Guide to Health & Safety at Work Chapter outline Leadership and Organisational Safety

More information

TRAINING NEEDS ANALYSIS

TRAINING NEEDS ANALYSIS TRAINING NEEDS ANALYSIS WHAT IS A NEEDS ANALYSIS? It is a systematic means of determining what training programs are needed. Specifically, when you conduct a needs analysis, you Gather facts about training

More information

Railway Management Maturity Model (RM 3 )

Railway Management Maturity Model (RM 3 ) Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policy

More information

Effective Performance Appraisals

Effective Performance Appraisals Effective Performance Appraisals Presented by: Ed Bennett University Consultants P. O. Box 9172 Asheville, NC, NC 28815 (704) 298-2740 Determining Your Performance Appraisal Mind Set 1. Before my performance

More information

as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene

as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene SMART HR Manager By : Irene Dhanavathi Abstract: Human resource management (HRM), the management of work and people towards desired ends, is a fundamental activity in any organization in which human beings

More information

Making the Transition to Management

Making the Transition to Management Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for

More information

MULTIMEDIA COLLEGE JALAN GURNEY KIRI 54100 KUALA LUMPUR

MULTIMEDIA COLLEGE JALAN GURNEY KIRI 54100 KUALA LUMPUR STUDENT IDENTIFICATION NO MULTIMEDIA COLLEGE JALAN GURNEY KIRI 54100 KUALA LUMPUR FIFTH SEMESTER FINAL EXAMINATION, 2014/2015 SESSION MGT2063 TOTAL QUALITY MANAGEMENT DMGA-E-F-3/12, DMGW-E-F-3/12, DMGQ-E-F-3/12

More information

Hoshin Kanri Workshop

Hoshin Kanri Workshop Hoshin Kanri Workshop By Pete Babich Inc., 2004-2006. All rights reserved. Revision: 003, 6/15/2006 No part of this document may be reproduced, stored in a retrieval system, or transmitted in any form

More information

1 Variation control in the context of software engineering involves controlling variation in the

1 Variation control in the context of software engineering involves controlling variation in the 1 Variation control in the context of software engineering involves controlling variation in the A) process applied B) resources expended C) product quality attributes D) all of the above 2 There is no

More information

Leadership and Management Training

Leadership and Management Training Bury College Business Solutions Leadership and Management Training The employers choice. For all your company training needs. Bury College Business Solutions - Customer Excellence Award Winner 2011 Develop

More information

Using Management Systems for Socially Responsible Practices in Supply Chains

Using Management Systems for Socially Responsible Practices in Supply Chains Using Management Systems for Socially Responsible Practices in Supply Chains Using Management Systems for Socially Responsible Practices in Supply Chains Using Management Systems for Socially Responsible

More information

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 P r o v i d i n g q u a l i t y f e e d b a c k a g o o d p r a c t i c e g u i d e Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 Positive Feedback... 5 Developmental

More information

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects

More information

INVESTIGATING THE CURRENT STATE OF PERFORMANCE MANAGEMENT IN THE CONTACT CENTRE

INVESTIGATING THE CURRENT STATE OF PERFORMANCE MANAGEMENT IN THE CONTACT CENTRE INVESTIGATING THE CURRENT STATE OF PERFORMANCE MANAGEMENT IN THE CONTACT CENTRE A mini whitepaper by Nexidia, based on findings from the 2013 Performance and Quality Management Survey An Industry with

More information

Software Quality Management

Software Quality Management Software Lecture 9 Software Engineering CUGS Spring 2011 Kristian Sandahl Department of Computer and Information Science Linköping University, Sweden A Software Life-cycle Model Which part will we talk

More information

Learning to Delegate

Learning to Delegate Learning to Delegate Overview Tips for managers on how to delegate Why is delegation necessary? Why do many managers have a hard time delegating? What to delegate What not to delegate How to delegate Give

More information

Applying Total Quality Management to the Educational Process*

Applying Total Quality Management to the Educational Process* Int. J. Engng Ed. Vol. 14, No. 1, p. 24±29, 1998 0949-149X/91 $3.00+0.00 Printed in Great Britain. # 1998 TEMPUS Publications. Applying Total Quality Management to the Educational Process* ROBERT C. WINN

More information

2015 CFPB annual employee survey

2015 CFPB annual employee survey 2015 CFPB annual employee survey December 2015 Introduction Interpretation of results More than 79 percent of the CFPB employee population responded to the fourth annual employee survey conducted by the

More information

THE USE OF 360-DEGREE FEEDBACK METHOD

THE USE OF 360-DEGREE FEEDBACK METHOD THE USE OF 360-DEGREE FEEDBACK METHOD Ilieş Liviu Babeş Bolyai University, Faculty of Economics and Business Administration, 58-60 Teodor Mihali Street, Cluj-Napoca, Romania liviu.ilies@econ.ubbcluj.ro,

More information

Before the Deming s 14 Points for Management

Before the Deming s 14 Points for Management Abstract Before the Deming s 14 Points for Management Jean-Marie Gogue The French Deming Association W. Edwards Deming is mostly known for the «14 Points for Management» that he recommended to implement

More information

Key Accounts How to Maximize Opportunities and Minimize Disappointments

Key Accounts How to Maximize Opportunities and Minimize Disappointments Key s How to Maximize Opportunities and Minimize Disappointments Key Key accounts represent a larger and larger share of the market and are becoming more demanding Many companies create some form of a

More information

Performance Review (Non-Exempt Employees)

Performance Review (Non-Exempt Employees) Performance Review (Non-Exempt Employees) Name: Department: Campus ID Number: Title: Review Period: - Job Description Review: I. Essential Job Requirements: (Consider employee s knowledge of duties, responsibilities

More information