1. GE 6757 TOTAL QUALITY MANAGEMENT
Faculty
R.Suresh kumar
Assistant Professor(Sr.Gd)
Department of Mechanical Engineering

2. Unit 2 TQM PRINCIPLES
Leadership - Strategic quality planning, Quality Councils - Employee involvement - Motivation,
Empowerment, Team and Teamwork, Quality circles Recognition and Reward, Performance appraisal
- Continuous process improvement - PDCA cycle, 5S, Kaizen - Supplier partnership - Partnering,Supplier selection, Supplier Rating.

3. INTRODUCTION
The success of quality management is to a greater extent is influenced by the quality of the leadership.
Leadership is the process of influencing others towards accomplishment of goals.
Leaders create clear and visible quality values and integrate these values into the organization's strategy.
Strategy is the pattern of decisions that determines and reveals a company’s goals, policies and plans to meet the needs of its stakeholders.
Sri Eshwar College of Engineering

4. CHARACTERISTICS/BEHAVIOUR OF QUALITY LEADERS
The customer first
Value people
Build supplier partnership
Empower people
Demonstrate involvement/commitment
Strive for excellence
Explain and deploy policy
Improve communication
Promote teamwork
Benchmark continuously
Establish system
Encourage collaboration
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5. STYLES FOR EFFECTIVE LEADERSHIP
Directing style of leadership
Consultative style of leadership
Participative style of leadership
Delegating style of leadership
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6. STYLES FOR EFFECTIVE LEADERSHIP
Directing style of leadership:
Autocratic style
Leader makes a unilateral decision followed without comment or question from the workers.
This style may arise because the leader has more knowledge of the situation or because the decision affects the common good of the organization.
Have little input or feedback
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7. STYLES FOR EFFECTIVE LEADERSHIP
2. Consultative style of leadership:
Leader seeks inputs from those working under him
Encourages participation
Seeks advice, suggestions and input but final decision is made by the leader alone.
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8. STYLES FOR EFFECTIVE LEADERSHIP
3. Participative style of leadership:
Leaders assign works to the employees, provides guidance and makes decision based on the conclusions of the employees working on the task.
More likely to take the word or work of the employees as the final decision.
Sri Eshwar College of Engineering

9. STYLES FOR EFFECTIVE LEADERSHIP
4. Delegating style of leadership:
Leader tells the employee or teams what to be done, assigns the responsibility and provides with the authority to get the job done.
Leader verifies the successful completion of the assignment and participates only if necessary.
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10. REQUIREMENT OF EFFECTIVE LEADERSHIP
Vision : Leader recognize the radical organizational changes taking place today as opportunities to achieve total quality.
Empowerment : leader empower employees to assume ownership of problem or opportunities in implementing improvements.
Intuition : Leaders usually follow intuition. Must be prepared to make difficult decisions in the face of uncertainty.
Self-understanding : Ability to look at one’s self and then identify relationship with employees and within organization.
Value Congruence : leader should integrate value into the system. Values include trust, respect of individuals, openness, teamwork, integrity and commitment to quality.
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11. QUNINN’S LISTS OF LEADERSHIP ROLES
Producer role
Director role
Coordinator role
Checker role
Stimulator role
Mentor role
Innovator role
Negotiator role
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12. ROLE OF SENIOR MANAGEMENT
To study and investigate the TQM concepts and issues.
To set clear quality policies and provide challenging tasks.
To establish priority of quality and customer satisfaction.
Determine long term goal.
To bring cultural change required for TQM effort.
To establish TQM vision for the future and communicate to all.
To become coaches and cheer leaders for encouraging and supporting the managers during transition phase.
To stimulate employees involved.
To teach employees to realize that the company’s interest and their interest are same.
To uphold norms and values.
To attend TQM training programmes.
To create coordination and harmony.
To monitor whether QIP conducted as planned.
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13. QUALTIY COUNCIL
Is a team to provide overall direction for achieving the total quality culture (TQC)
Is a team formed in the organisation with an objective of building quality into the culture of the organisation.
Qualtiy council is composed of:
Chief Executive Officer
Senior managers of the functional area
Quality council coordinator or consultant
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14. OBJECTIVES OF QUALITY COUNCIL
To raise the quality consciousness in the organisation through seminars, study tours and using other forms of promotion.
To ensure effective functioning of the organisation on the quality statement and plan.
To encourage basic and applied R&D in the field of quality and dissemination of its results to the organisation.
To raise the level of training of personnel engaged in quality activities.
To facilitate upgradation of testing and calibration facilities and laboratories .
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15. DUTIES OF QUALITY COUNCIL
To establish core values & Quality Statements:
Vision statement
Mission statement
Quality policy statement
To estblish strategic long term plan with goals and annual quality improvement program with objectives.
To plan training & education programme.
To determine and monitor the cost of poor quality.
To perform and monitor the performance measures for each functional areas.
To determine continually those projects that improve the processes particularly that affect external & internal customer satisfaction.
To establish multifunctional project and departmental teams and monitor their progress.
To establish/revise the recognition and reward system periodically.
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16. RESPONSIBILITY OF THE QUALITY COUNCIL COORDINATOR
To develop two way trust
To propose team requirements to the council
To share council expectations with the team
To empower the team
To brief the council on team progress.
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17. QUALITY STRUCTURE
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18. QUALITY STRUCTURE Corporate quality council
Quality sub council division 2
Quality sub council division 1
Quality sub-council division 3
Process improvement teams &
other project improvement teams
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19. Three elements of quality statements:
QUALTIY STATEMENTS
Quality statement are established by the quality council to provide overall direction for achieving the total quality culture.
Three elements of quality statements:
Vision statement
Mission statement
Quality policy statement
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20. QUALTIY STATEMENTS Vision Statement;
Short declaration of what an organisation aspires to be tomorrow.
Vision statement should have the following characteristics:
Easily understood by all stakeholders.
Briefly stated, yet clear and comphrensive.
Challenging yet attainable
Capable of creating unity of purpose among all stakeholders
Not concerned with numbers
Sets the tone for employees.
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21. QUALTIY STATEMENTS
Mission Statement: Usually one paragraph, describes the function of the organisation. Provides a clear statement of purpose for employees, customers and suppliers.
Answers- who we are?; Who are the customers?; What we do?; How we do it?
Sri Eshwar College of Engineering

22. QUALTIY STATEMENTS
Quality statement are established by the quality council to provide overall direction for achieving the total quality culture.
Three elements of quality statements:
Vision statement
Mission statement
Quality policy statement
Key elements of mission statement;
Obligation to stakeholders
Scope of the business
Sources of competitive advantage
View of the future
Sri Eshwar College of Engineering

23. QUALITY POLICY STATEMENT
Is a guide for everyone in the organisation as to how they provide products and service to the customers.
used as a guide to managerial action
Should be written by the CEO with feedback from the workforce and approved by the quality council
Important requirement of ISO 9000 quality systems.
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24. STRATEGIC PLANNING
Strategic planning sets the long term direction of the organisation in which it wants to proceed in future.
Vision of future
Present
Strategic plan
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25. STRATEGIC PLANNING
Definition: Defined as the process of deciding on objectives of the organisation, on changes on these objectives, on the resource used to attain these objectives and on the policies that are to govern the acquisition, use and disposition of these resources.
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26. STRATEGIC PLANNING CYCLE
1. Customer needs
2. Customer positioning
3. Predict the future
4. Gap analysis
5. Closing the gap
6. Alignment
7. Implementation
Re evaluate and Review
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27. Strategic Quality Planning Traditional Strategic planning
DIFFRENCES
Strategic Quality Planning
Traditional Strategic planning
Focus is on customers
Not defined
Leaders determine critical success factors
Leaders lack understanding of factors critical to success
Goals & objectives are process & result oriented
Goals and objectives are results oriented
Goals & Objectives are based on data and are driven by trend or pattern analysis
Based on hunches and guesses
Focus is on processes
Focus is on products
Alignment exists between critical success factor, mission, vision, goals, objectives
No alignment
Everyone known how his or her day-today activities
Few peoples are aware
Improvement activities are focused on activities critical to success
Lack focus
Improvement activities are both within and across functional areas
Improvement usually within functional areas
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28. THANK U