Professional Documents
Culture Documents
TQM HRM Linkage
TQM HRM Linkage
TQM HRM Linkage
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From an interview.
We are always two years before
destruction
Bill Gates
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Intensive Competitive
Environment
Survival
Maintain / Increase market share
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Competitive Advantage
A companys ability to achieve market
superiority
Cost(Price)
Time
Flexibility
Technology
Quality
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What is Quality?
The degree to which the distinguishing
features of a product or service fulfill the
needs or expectations of the interested
parties
(ISO 9000:2000)
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Q.C.
Quality Control
Q.A.
Inspection
Quality
Assurance
T.Q.
Total Quality
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Total Quality
Is a people- focused management system
that aims at continual increase in
customer satisfaction at continually lower
real cost. TQ works horizontally across
functions and departments, involves all
employees, top to bottom, and extends
backward and forward to include the
supply chain and the customer chain. TQ
stresses learning and adaptation to
continual change as keys to organisational
success
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Total Quality
Is the unyielding and
continually improving effort by
everyone in an organisation to
understand, meet and exceed
the expectations of customers.
Procter & Gamble
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TQM-mim Model
7.Continuou
s
Improveme
nt
3.Customer
4.Quality
Planning
Satisfaction
(Internal/
External)
6.Measurement
/
Benchmarking
5.Employe
e
Involveme
nt
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HRM/TQM activities/practices
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TQM-mim Model
7.Continuous
Improvement
3.Customer
4.Quality
Planning
Satisfaction
(Internal/
External)
6.Measuremen
t/Benchmarkin
g
5.Employee
Involvement
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1a.Strategic Planning
Many management teams have had
difficulties transforming HRM into a
strategic
function,
leaving
the
HR
department in most companies focused on
administrative and clerical tasks
Down, Mardis,Connoly & Johnson
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1a.Strategic Planning
Human Resource Managers need to
create the ability to visualize the
future, to think systematically and to
understand the complex forces that
shape organisations
L.Gratton
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2.
3.
4.
5.
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TQM-Elements Model
7.Continuous
Improvement
3.Customer
4.Quality
Planning
Satisfaction
(Internal/
External)
6.Measuremen
t/Benchmarkin
g
5.Employee
Involvement
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TQM-mim Model
7.Continuous
Improvement
3.Customer
Satisfaction
4.Quality
Planning
(Internal/
External)
6.Measurement/
Benchmarking
5.Employee
Involvement
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3.Customer Satisfaction
Customer starts with self, then with the
people at work and finally, with the enduser of products or services
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about customers
By offering quality services to our internal
customers we help them deliver quality
products &/or services to our external
customers.
A.Pallada
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Satisfaction
TQM-mim Model
7.Continuous
Improvement
3.Customer
Satisfaction
4.Quality
Planning
Internal/
External
6.Measurement
/
Benchmarking
5.Employee
Involvement
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4. Quality Planning
Customers needs and expectations drive
the planning process for products or
services and the systems by which they
are produced
Saturate your company with the voice of
the customer
R.Whiteley, The customer driven company
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TQM-mim Model
7.Continuous
Improvement
3.Customer
Satisfaction
4.Quality
Planning
(Internal/
External)
6.Measuremen
t/Benchmarkin
g
5.Employee
Employee
Involvement
Involvement
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5.Employee Involvement
Ownership
Empowerment
Teamwork
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5a.Ownership
Make people develop the feeling of ownership
"Taking personal responsibility for our jobs . . . for
assuring that we meet or exceed our customers
standards and our own.
We believe that
ownership is a state of mind and heart that is
characterized by a personal and emotional
commitment to approach every decision and task
with the confidence and leadership of an owner".
Westinghouse
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5b.Empowerment
Giving people the authority to make
decisions and have control over their work
Involve everyone in everything;leading by
empowering people
T. Peters
Just Do it
Dana Commercial Credit Corporation
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Empowerment
Empowerment is a result of effective and
sustained training which enhances the
individuals
self-esteem
and
his/her
capability to solve problems and to make
low-risk decisions
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5c.Teamwork
Teamwork is a result of successful
empowerment of people within the organisation
Human resources are the major assets of the
organisation and their skills and brain power
must be effectively honed and harnessed
through training and participation in the
development of companys
mission/vision/plans(MVP)
D.P.Grahn
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TQM-mim Model
7.Continuous
Improvement
3.Customer
Satisfaction
(Internal/
External)
6.Measurement/
Measureme
nt
Benchmarking
4.Quality
Planning
5.Employee
Involvement
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6a.Measurement
If you dont know how to measure
you cant improve
What gets measured gets done
Cost of Quality
C
O
S
T
Failure
Appraisal
Prevention
Quality awareness & improvement
[BS6143:Part2] Sli
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Performance Management
PM is the way employees are managed to
achieve organisational goals, leading to
sustainable competitive advantage
A synthesis of HRM and TQM
Ton van der Wiele
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6b. Benchmarking
A continuous process to find and
implement best practices that will
lead to superior performance
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TQM Model
7.Continuous
Improvement
3.Customer
Satisfaction
4.Qualit
y
(Internal/
External)
6.Measureme
nt/Benchmar
king
Planning
5.Employee
Involvement
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7.Continuous improvement
The quest for sustained quality
improvement
requires
committed
leadership and this responsibility cannot
be delegated
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MoreOpportunities
REPLICATE &
NOMINATE
Designquality
controls,foolproof
theremedy,
auditthecontrols
HOLD the
GAINS
REMEDY the
CAUSE
DesignRemedy,
proveeffectiveness
implement
IDENTIFY
PROJECT
ESTABLISH
PROJECT
NominateProjects,
Evaluateprojects,
Selectaproject
PrepareaMission
selectateam,
verifythemission
DIAGNOSE the
CAUSE
Analyzesymptoms,
Identifyrootcause(s)
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Determine if the
plan is working
correctly & if any further
problems or opportunities are
found
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Implementation of TQM
TQM isnt a one size that fits all programs.
It needs to take conditions of each company
into account
E.E.Lawler
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TQM COMMITTMENT
Commitment to Quality through the
Involvement of People
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Commitment
Awakening
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PEOPLE
PEOPLE(9%)
PEOPLE
LEADERSHIP
LEADERSHI
P
(10%)
POLICY &
POLICY & STRATEGY
STRATEGY
(8%)
PEOPLE RESULTS
RESULTS
(9%)
PROCESSES
PROCESSES
(14%)
CUSTOMER
CUSTOMER
RESULTS
RESULTS
(20%)
KEY
KEY
PERFORMANCE
PERFORMANCE
RESULTS
RESULTS
(15%)
PARTNERSHIPS &
PARTNERSHIPS
RESOURCES AND
RESOURCES (9%)
ENABLERS
(www.efqm.org)
SOCIETY RESULTS
SOCIETY RESULTS
(6%)
RESULTS
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Epilogue
A Quality system resembles a new car
without petrol: perfect in every respect, but
it will not go. The quality fuel is staff
attitude and motivation.
P.Jackson & D. Ashton
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Remember
Nobody can force you to do this;
survival is not compulsory
Dr.W.EdwardsDemming
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