WELCOME TO RICHFIELD

ACADEMIC YEAR: 2023

DIPLOMA IN BUSINESS ADMINISTRATION

MODULE NAME: TOTAL QUALITY MANAGEMET

621
 Topic 3: Managing for Quality
Learning outcomes:
 Explain the difference between management and leadership
 Explain the tasks and functions of management
 Explain the role and importance of quality function and the role of the
PQT, QIT, QC, DPA
 Explain why it is important to set specifications to achieve
standardisation of processes
 Understanding of service and product the design process
3.1 introduction
Within the TQM context, quality is defined and judged by the customer.

Therefore, it acknowledges a customer-driven economy.

It focuses on continuous process improvement to achieve high quality of product (or service).

Its strategy tries to achieve “total quality” throughout the entire business, not just in the product.

It suggests that any improvement that is made in the business, be it a better design of a component or a
better process of a system, will help to improve the “total quality” of the organization and the quality of
the final product.

Key concepts:

 Leadership and management

 Organise for quality
 Designs for quality
 Quality processes
 Design in the service sector
3.2 What is the difference between leadership and management?

Leadership is concerned with:

 visioning,
 strategy and
 people empowerment,

Management is primarily concerned with:

 Gather resources,
 Run operations and
 Compliance - ensuring that the strategies are applied
(structure, culture, resources) and
 properly controlled.
3.3 Ten points for managers – the foundation of the TQM model (pp. 40-410

a. The organisation needs long term Commitment to Constant

improvement.
b. Quality policy and culture
c. Train
d. Cost of quality
e. Manage through systems
f. Modern technology
g. Better coordination - Eliminate the barriers between departments
h. Develop capacity - Constantly educate and retrain {experts}
i. Develop a systematic approach
j. TQM requires a carefully planned and fully integrated strategy.
 3.3 Ten points for managers – the foundation of the TQM model (pp. 40-41)

a. The organisation needs long-term Commitment to Constant improvement.

b. Quality policy - Adopt the philosophy of zero errors /defects to change the culture to right first time.

c. Train - the people to understand the Customer-Supplier relationships.

d. Cost of quality - Do not buy products or services on cost alone

e. Manage through systems - Recognise that improvements of the system needs to be managed.

f. Modern technique - Adopt modern method of Supervision and Training – Eliminate fear. Recognize and publicize
efforts and achievements and provide the right sort of training, facilitation and improvements.

g. Better coordination - Eliminate the barriers between departments by managing the process – Improve
communication and teamwork

h. Develop capacity - Constantly educate and retrain – Develop the experts in the business,
i. Develop a systematic approach to manage the implementation of TQM
j. TQM requires a carefully planned and fully integrated strategy, derived from the mission.
Eliminate the barriers
i. Arbitrary goals without methods
ii. All standards based on numbers
iii. Barriers to price of workmanship Fiction
 3.4 Organisation for quality

The Quality Function and the Quality Director or Manager

a. Steering Committees and Teams – Senior managers for TQM rollout

b. Process and quality improvement teams - Problem solving

(technocrats/experts)

c. Quality Circles or Kaizen Teams – across dep. & informally - A quality

circle “

d. Departmental Purpose Analysis – assess the relevance of each

dep./experts
 3.5 Designs for quality

Design, Innovation and Improvements

Innovation – the radical invention and design of new products (novel, discoveries,
advanced tech, improvements. IT-based in design, production, delivery)

Benefits of design (Oakland 2014, p. 88):

 Gain and hold a competitive edge

 Save time and effort
 Deliver innovation
 Stimulate and inspire staff
 Simply tasks
 Delight clients and stakeholders
 Dishearten competitors
 Increase maximum impact of the brand
 Charge or justify a premium price Photograph: SamMobile
3.6 The design process

 Commitment has to be from the Chairman or Chief Executive officer to building quality throughout the design, it is
also required that the operational processes must be capable of achieving the design.

 State of the art approach to innovation is based on a strategic balance of old and new, top management approach
to design and teamwork.

 The “styling‟ of products must also be matched by secondary design considerations, such as operating
instructions and software support.

 Design takes in all aspects of identifying the need, developing something to satisfy the need, checking
conformance to the need and ensuring the need is satisfied.

 The design process must be carefully managed and can be flow chart, like any other process, into: planning,
practice codes, procedures, activities assignments, identification of organisational and technical interfaces.

 Design input requirements, review investigation and evaluation techniques and materials and use of feedback data
from previous designs.

 Total design or simultaneous engineering in similar quality function deployment and uses multifunctional teams to
provide an integrated approach to product or service introduction.
 The design and development process (Fig. 61, p. 92)

This flowchart structure allows:

 Control at different stages

 How they have been completed
 New functions are decided
 Estimate resources needed
See next slide (11 0r 15)

Certain features make control of the design process difficult (Oakland 214, p. 91)

a. No design is ever complete

b. Few designs are entirely novel
c. Long spell in design reduces value
d. Information intensive, time consuming and require collaborations
e. Customer impose limitations - deadlines
Courtesy of Sucden – Moroccan since 1952
Quality Function Development (QFD) – The house of quality (Oakland 2014, p
p.94-95)

QFD “is a ‘system” for designing a product or service on customer

requirements, with the participation of members of all functions of the
supplier organization” (Oakland).
Activities are:

a. Market research
b. Basic research
c. Innovation
d. Concept design
e. Prototype testing
f. Final-product or service testing
g. Aftersales and trouble-shooting
3.7 Design quality in service sector

Three distinct elements are:

 Physical elements or facilitating goods (banking services),

 explicit service or sensual benefits (Hotel)
 implicit service – psychological benefits (entertainment)

The characteristics of service delivery may be itemized as:

- Intangibility - Healthcare
- Perishability – airline ticket
- Simultaneity – present in an event or facility
- Heterogeneity – variation in service/personnel
Service can be classified according to:

Service shop (Premier Auto

Services) Professional service Personal service (The Conversation)

Service Factory Mass service (EWN)

Courtesy of My Study Geek
3.7 Design quality in service sector

 The service attributes are important in designing services include:

- labour intensity,
- contact interaction,
- customisation, nature of service act and
- direct recipient of the act.

………………………………………………………….The End………………………………………………………………..
 Facilitator: Calvin
calvinm@richfield.ac.za

All the best with your studies!!!