quality and tqm (2002, 6 oldal)

7/27/2019 Quality and Tqm (2002, 6 Oldal)

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QUALITY and TQM

The provision of a quality product or service will be a major contributing

factor between staying in the business of failing to survive.

Typical weaknesses of companies are:

Sticking to old procedures, not changing Excessive departments Excessive control and dictatorial attitude to staff Accepting a certain level of error Fire-fighting reactive instead of proactive management

Quality: Quality is the totality of features or characteristics of a product or

service that bear on its ability to satisfied a given need. The quality of a

service can only be determined by the customer. If the customer is not

satisfied, the service, in his view, was not good.

Quality control: the operational techniques and activities that are used by an

institution to fulfill requireents, i.e. checks and measures

Quality assurance: preventing quality mistakes and providing an error-free

service.

Quality assurance are the arrangements by which an institution discharges its

responsibility for planed and systematic activities to provide adequate

confidence that the product or service will satisfy giver requirements for

quality.

Quality audit: a systematic and independent examination to determine

whether quality activities and related results comply with planned

arrangements and whether these arrangements are implemented effec tively

and are suitable to achieve objectives.

Customers use 5 main categories when evaluating service quality:

1. Tangibles:physical facilities, equipment, personnel etc.2. Reliability: the ability to produce the service required accurately3. Responsiveness: the willingness to provide customers with prompt,

helpful service

4. Assurance: knowledge and courtesy of employees, their trust andconfidence

5. Empathy: the caring, individual attention provided to customersBenefits of quality:

Increased ability to meet customer demands Improved efficiency Minimized risk of failures

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Reduced wastage (in restaurant) Improved working conditions Increased staff morale and lower staff turn-over Increased business opportunities Development of image and reputation

Hidden costs of poor quality:

Bad publicity Enforcement inspec tion Security Overtime Arguments Low morale Sick leave Poor training

Staff turnover Loss of business Poor productivity Lack of supervision Duplication of efforts Inadequate

communications

The measurements of service quality: Guest feedbacks and satisfaction We have to strive for the honest guest feedbacks not throwing away

the critical ones

Analyze the feedbacks and draw the appropriate conclusions fromthem

Mystery tests: checks quality in hotel chains Compare service level in different categories

Service quality improvements:

Good recruitment Employee recognition Cross-trainings Change in personnel Customer care Rewarding system Change technical supply In Hungary: send people for training or work experience abroad to

get new ideas



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TQM IS ALL ABOUT:

LEADERSHIP FROM THE TOP FOCUSING ON DELIGHTING AND EXCEEDING CUSTOMER EXPECTATIONS CONTINUOUS IMPROVEMENT IN ALL ASPECTS OF THE BUSINESS TEAM WORK TO BRING ABOUT QUALITY IMPROVEMENTS EFFECTIVE QUALITY ASSURANCE SYSTEMS TO ENABLE EMPLOYEES TO DO

IT RIGHT FIRST TIME, ALL THE TIME.



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TOTAL QUALITY MANAGEMENT

Total Quality Management (TQM) is an all encompassing philosophythat involves and effects all aspects of a company and its business. It has

been stated that the philosophy has an impact on all aspects of the life of an

organization and its people.TQM moves beyond the focus of meeting specifications, document

control, internal non-conformance and inspection, to an environment thatencourages continuous improvement, innovation and an obsession with

delighting customers by exceeding their expectations.The only true measure of success can be given by the organizations

customers. The key to achieve a state of taken for granted is to develop an

organizational culture totally dedicated to the customer whether they beexternal or internal. For organizations who adopt TQM, the distinction

between employee and customer satisfac tion is no longer valid:

TQ means managing and serving the employees as well as the customer.TQM relies completely on the attitude, understanding and commitment

of the organisations top managent to embrace the philosophy and

incorporate it into everything they do.

Training and education are vital, as the participation and the change in

the behavior of management which are invariably required.

Objectives and Principles of TQM:

For TQ to bring about reach business improvements, it has to be appliedthroughout the whole organization from the top to the bottom.

The top level managent must demonstrate clearly their commitment toTQM and that the issue of quality is a serious business concern which affectsall employees. Within all operating departments basic changes of attitude

will be required if TQ is to succeed. If top management do not recognize

and accept their responsibilities for the development and implementation

of TQM, the chances of failure are high.

Systems and techniques are important in TQM but they are not the mainrequirement. TQM is more concerned with attitudes of mind, teamwork, and

a determination to do well all the time in essence, a total commitment to

delighting the customer and exceeding their expectations. Team members should be accountable for their own performance Continuous improvement.

TQM is about changing attitudes and skills so that all work processes carried

out by every individual in the chain of events are done right first time, rightevery time.

The introduction of a successful TQM program is based on three key elements:

1. Quality assurance systems



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Meeting and exceeding customer needs can rarely be achieved

without the development and implementation of a quality assurance

program. The quality assurance program ensures that the objectives setout by the management, often documented as the quality policy, are

achieved at every time.

2. Quality tools and techniquesTQM requires that the process should be improved continually by

reducing any variations to set standards. This can be achieved by studying

all aspects of the work processes and constantly searching for ways toimprove them. All processes can be monitors and compared by gathering

and using data more effectively. Continuous improvement demands

continuous education in and application of the tools of quality

improvement.

3. TeamworkTeamwork is essential for TQM. Teamwork throughout any

organization is an essential component of TQM since it builds up trust

and improves communication.

The benefits of teamwork:

Being able to tackle a greater variety of problems The opportunity to harness a pool of knowledge and expertise Developing and building on ideas and suggestions more

easily Generating more diverse ideas A more rewarding and fun process. Efforts of team members should be recognized. Worth should be generated.

Implementing TQM:

Points which form the basis for moving forward:

Total commitment to continuous improvement The requirement to do it right first time Understanding the customer-supplier relationship Recognition that improvement of systems must be managed A commitment to ongoing education and training. The integration of tea work and the improvement of

communication

The development of a systematic approach to the implementationof TQM.

The requirements needed to proceed must be discussed carefully

and the reasons for implementing TQM established.

Key steps that should be taken in the process of adopting TQM:



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Clear objec tives well communicated, clear mission statement andcommitment to these objec tives

Clear plan of ac tion with everybodys involvement and earlycommitment

Choosing effective management structure Understand your customer requirements, need and expectations Do all jobs right at first time Introduce a quality assurance system Include team work Use right tools sand techniques Continuous improvementThree distinctive phases organizations go though in adopting TQM:

1. Phase: Survival Recognizing competitive threat and the need for improvement Isolating key problems Organizing to solve these Solving these problems

2. Phase: Prevention phase Bringing the business under control Management ownership Challenging existing roles and methods Building quality into the business Developing capable and motivated staff

3. Phase: Continuous improvement Business and integrated process Total customer orientation Fully participate management Controlled improvement and change is the norm


quality and tqm (2002, 6 oldal)

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