TOTAL QUALITY MANAGEMENT MODELS

1.THE JURAN’S TRILOGY QUALITY PLANNING QUALITY CONTROL QUALITY IMRPROVEMENT

2. THE DEMING CHAIN REACTION Producing high quality products and services is key for any organization that wishes to stay in business. An important goal for any organization is to produce trouble-free products and services and delightful products and services. By doing so, loyalty is created, reduces costs, and allows the firm to further delight the customer through other offerings. Deming postulated what have been discuss above in what is now known as the Deming Chain Reaction:

Deming’s point with the Deming Chain Reaction is to show how quality improvement impacts the bottom line. improve quality => decrease costs => improve productivity => decrease prices => increase market => stay in business => provide employment => return on investment

3.THE QUALITY PLANNING ROAD MAP Despite the existence of multiple organisational levels, and despite the many varieties of goods, services, and operating processes, the quality-planning process can be generalised into one coherent, universal series of input-output steps. Collectively these steps make up the quality planning road map .

In narrative form the steps on the quality-planning road map are as follows: 1. Identify who the customers are. 2. Determine the needs of those customers. 3. Translate those needs into our language. 4. Develop product features that can optimally respond to those needs. 5. Develop a process that is optimally able to produce the product features. 6. Transfer the process to the operating forces.

4.THE MCKINSEY TQM MODEL STRATEGY- TOP MANAGEMENT SHOULD DECIDE THEIR STRATEGY ABOUT QUALITY STRUCTURES- RESTRUCTURING IS NECESSARY SYSTEMS – SHOULD BE DEVELOPED STAFF – SHOULD BE UTILIZED PROPERLY SKILLS – SHOULD BE DEVELOPED STYLE – OF FUNCTIONING OF THE PEOPLE, INCHARGE OF TQM WILL DECIDE RESULTS. SHARED VALUES- SHOULD BE DEVELOPED

4.MCKINSEY’S ‘7’ S MODEL CONCEPT STRATEGIC EXCELLENCE IS NOT ENOUGH- FOR ORGNIZA’AL SUCCESS- NEEDS SUPPORTING VARIABLES FOR- IMPLEMENT’N EXCELLENCE EVOLUTION “SEARCH OF EXCELLENCE”- ELABORATED BY- MCKINSEY’S AS- 7’S FRAMEWORK FOR ORG’AL SUCCESS. 7 ‘ S- VARIABLES STAFF STYLE SKELETON STRATEGY SYSTEM SKILLS SHARED VALUES VARIABLE MEANING/EFFECT EX STRATEGY PLAN FOR RESOURCES ALLOCATION- - TO REACH IDENTIFIED GOAL. TATA GOING GLOBAL- LM.MITTAL SKELETON ORG’AL CHART– SEPARATE ENTITY &LINKAGE. TATA EMPIRE- SYSTEM PROCEGERILISED REPORTS/ ROUTINISE PROCESS EX: HORIZONTAL/ TANGENTIAL REPORTS BIRLA’S- SKILLS ORGANISATION’S -LEARNING ABILITY INFOSYS SHARED VALUES CONCEPT ORG’N IMBURSES WITHIN MEMBERS [ETHICS/ HONESTY/ EQUALITY/] INFOSYS -FANIS MURTHY EPISODE STYLE CHARACTERISATION OF KEY MGR WHILE ACHIEVING ORIGINAL GOALS. RELIANCE STAFF DEMOGRAPHICS OF CATEGORIES WITHIN FIRM INFOSYS -KNOWLEDGE CAMPUS

5. THE CROSBY PROGRAM FOR TQM QUALITY IS EVERYONE RESPONSIBILITY AND MUST BE LED BY THE CEO. CROSBY’S STEPS TO QUALITY IMPROVEMENT ARE AS FOLLOWS: MANAGEMENT COMMITMENT DEVELOP A QUALITY IMPROVEMENT TEAM QUALITY MEASUREMENT COST OF QUALITY EVALUATION QUALITY AWARENESS CORRECTION ACTION ESTABLISH AN ADHOC COMMITTEE FOR THE ZERO DEFECT PROGRAMME SUPERVISOR TRAINING ZERO DEFECT DAY IN A YEAR/ MONTH/ WEEK GOAL SETTING ERROR CAUSES REMOVED RECOGNITION OF PEOPLE QUALITY COUNCILS DOT IT ALL OVER AGAIN

6. INTEGRATED MODEL OF TQM SOHAL, TAY AND WIRTH HAVE DISCUSSED QUALITY IN TERMS OF TQC RATHER THAN TQM BUT REFER CONTROL TO THE MANAGEMENT OF QUALITY AT VARIOUS STAGES OF THE PROCESS. THERE ARE FIVE ELEMENTS IN THIS MODEL: CUSTOMER FOCUS MANAGEMENT COMMITMENT TOTAL PARTICIPATION: TOTAL EMPLOYMENT INVOLVEMENT(TEI) STATISTICAL QUALITY CONTROL SYSTEMATIC PROBLEM SOLVING PROCESS.

7.OAKLAND MODEL FOR TQM OAKLAND HAS ENUMERATED FOLLOWING THIRTEEN STAGES TO REPRESENT A GRADUAL PROGRESSION TOWARD IMPLEMENTING A TQM BASED CULTURE: UNDERSTANDING QUALITY COMMITMENT TO QUALITY POLICY ON QUALITY ORGANISATION FOR QUALITY MEASUREMENT OF COSTS OF QUALITY PLANNING FOR QUALITY DESIGN FOR QUALITY SYSTEM FOR QUALITY CAPABILITY FOR QUALITY CONTROL FOR QUALITY TEAMWORK OF QUALITY TRAINING FOR QUALITY IMPLEMENTATION OF TQM

8. THE BUILDING BLOCKS MODEL OF TQM (ZAIRI ) ZAIRI AT THE MANAGEMENT CENTRE OF BRADFORD UNIVERSITY HAS PROPOSED THREE PARTS OF BUILDING TO DISCUSS TOTAL QUALITY. THE FOUNDATION OF TOTAL QUALITY (TQ): THREE ELEMENTS OF FOUNDATION BLOCK OF TQM HAVE BEEN IDENTIFIED: CONTINUOUS IMPROVEMENT VALUE ADDITION AT EACH STAGE OF EVERY OPERATION EMPLOYEE INVOLVEMENT THE PILLARS OF TOTAL QUALITY (TQ): THESE ARE THE MEANS BY WHICH THE HUMAN CREATIVITY INPUTS CAN BE CONVERTED INTO OUTPUTS WHICH BENEFITS THE END CUSTOMER. THE PILLARS ARE REPRESENTED BY VARIOUS QUALITY SYSTEMS WHICH REPRESENT PROCEDURES, DOCUMENTATION, USE OF STATISTICAL PROCESS CONTROL(SPC), MANAGEMENT CONTROL SYSTEM, PROCESS FLEXIBILITY PROVIDED BY USE OF COMPUTERS, WORKPLACE DESIGN, ERGONOMICS AND CUSTOMER SUPPLIER CHAIN.

THE TOP OF TOTAL QUALITY (TQ): THIS TOP OF BUILDING SHOULD SHIELD THE ORGANISATION FROM ADVERSE EXTERNAL FACTORS AND PROTECT IT ALL THE TIME. THIS TOP PART SHOULD BE WEATHER PROOF (NOT AFFECTED BY ADVERSE CHANGES IN MARKETPLACE) AND SHOULD NOT DETERIORATE (ORGANISATIONS ARE DYNAMIC IN NATURE AND HAVE TO ADOPT TO NEW MARKET PATTERNS). THE ACTIVITIES OF SENIOR MANAGERS, THEREFORE, SHOULD AIM TOWARDS: QUALITY PLANNING LEADERSHIP VISION FOR WORLD CLASS COMPETITIVENESS.