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Greg Baker © 2004

Part FourPart FourTQM – The Organizational, TQM – The Organizational,

Communication and Teamwork Communication and Teamwork RequirementsRequirements

Chapter # 10Chapter # 10

Organization for qualityOrganization for quality

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Greg Baker © 2004

Chapter OutlineChapter Outline

10.1 The quality function and the quality director or manager

10.2 Councils, Committees and teams 10.3 Quality Improvement teams 10.4 Quality circles or Kaizen teams

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

In many organizations management systems are viewed in terms of the internal dynamics between marketing, design, sales, production/operations, distribution, accounting, etc.

A change is required from this to a larger system that encompasses and integrates the business interests of customers and suppliers.

Management needs to develop an in depth understanding of these relationships and how they may be used to cement the partnership concept.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

The quality function should be the organization’s focal point in this respect, and should be equipped to gauge internal and external customers’ expectations and degree of satisfaction. It should also identify quality deficiencies in all business functions, and promote improvements.

The role of the quality function is to make quality an inseparable aspect of every employee’s performance and responsibility.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

The first objectives for many ‘quality managers’ will be to gradually disengage themselves from line activities, which will then need to be dispersed throughout the appropriate operating departments.

This should allow quality to evolve into a ‘staff’ department at a senior level, and to be concerned with the following throughout the organization:

Encouraging and facilitating quality improvement. Monitoring and evaluating the progress of quality

improvement. Promoting the ‘partnership’ in quality, in relations

with customers and suppliers.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

Planning, managing, auditing, and reviewing quality systems.

Planning and providing quality training and counseling or consultancy.

Giving advice to management on:A. Establishment of quality systems and

process control.B. Relevant statutory/legislation

requirements with respect to quality.C. Quality improvement programs

necessary.D. Inclusion of quality elements in all job

instructions and procedures.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

Quality directors and managers have an initial task, however, to help those who control the means to implement this concept – the leaders of industry and commerce – to really believe that quality must become an integral part of all the organization’s operations.

The shift in ‘philosophy’ will require considerable staff education in many organizations.

Not only must people in other functions acquire quality related skills, but quality personnel must change old functions acquire new skills.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

The challenge for many quality professionals is not so much making changes in their organization as recognizing the changes required in themselves.

It is more than an overnight job to change the attitudes of an inspection police force into those of a consultative, team-oriented improvement force. This emphasis on prevention and improvement-based systems elevates the role of quality professionals from a technical one to that of general management.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

TQM appointments Many organizations have realized the

importance of the contribution a senior, qualified director of quality can make to the prevention strategy.

Smaller organizations may well feel that the cost of employing a full-time quality manager is not justified, other than in certain very high risk areas.

In these cases a member of the management team should be appointed to operate on a part-time basis, performing the quality management function in addition to his/her other duties.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

To obtain the best results from a quality director/manager, he should be given sufficient authority to take necessary action to secure the implementation of the organization’s quality policy, and must have the personality to be able to communicate the message to all employees, including staff, management and directors.

Occasionally the quality director/manager may require some guidance and help on specific technical quality matters, and one of the major attributes required is the knowledge and wherewithal to acquire the necessary information and assistance.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

Assign a TQM director, manager or co-ordinator This person will be responsible for the

planning and implementation of TQM. He will be chosen first for project

management ability rather than detailed knowledge of quality assurance matters.

Depending on the size and complexity of the organization, and its previous activities in quality management, the position may be either full or part-time, but it must report directly to the Chief Executive.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

Appoint a quality management advisor A professional expert on quality

management will be required to advise on the ‘technical’ aspects of planning and implementing TQM.

This is a consultancy role, and may be provided from within or without the organization, full or part-time.

This person needs to be a persuader, philosopher, teacher, adviser, facilitator, reporter and motivator.

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Greg Baker © 2004

10.1 The quality function and the 10.1 The quality function and the quality director or managerquality director or manager

He must clearly understand the organization, its processes and interfaces, be conversant with the key functional languages used in the business, and be comfortable operating at many organizational levels.

On a more general level this person must fully understand and be an effective advocate and teacher of TQM, be flexible and become an efficient agent of change.

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Greg Baker © 2004

10.2 Councils, Committees and 10.2 Councils, Committees and teamsteams

The creation of cost effective quality improvement is difficult, because of the need for full integration with the organization’s strategy, operating philosophy and management systems.

It may require an extensive review and substantial revision of existing systems of management and ways of operating.

Authority must be given to those charged with following TQM through with actions that they consider necessary to achieve the goals.

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Greg Baker © 2004

10.2 Councils, Committees and 10.2 Councils, Committees and teamsteams

The following steps are suggested in general terms. Clearly, different types of organization will have need to make adjustments to the detail, but the component parts are the basic requirements.

A disciplined and systematic approach to continuous improvement may be established in a quality council.

The council should meet at least monthly to review strategy, implementation progress, and improvement.

It should be chaired by the Chief Executive, who must attend every meeting.

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Greg Baker © 2004

10.2 Councils, Committees and 10.2 Councils, Committees and teamsteams

The council members should include the top management team and the chairmen of any ‘site’ TQM steering committees or process quality teams, depending on the size of the organization.

The objectives of the council are to: Provide strategic direction on TQM for the

organization. Establish plans for TQM on each ‘site’. Set up and review the process quality teams

that will own the key or critical business processes.

Review and revise quality plans for implementation.

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Greg Baker © 2004

10.2 Councils, Committees and 10.2 Councils, Committees and teamsteams

The process quality teams (PQTs) and any site TQM steering committees should also meet monthly, shortly before the council meetings.

Every senior manager should be a member of at least one PQT.

This system provides the “top-down” support for employee participation in process management and development, through either a quality improvement team or a quality circle program.

It also ensures that the commitment to TQM at the top is communicated effectively through the organization.

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Greg Baker © 2004

10.2 Councils, Committees and 10.2 Councils, Committees and teamsteams

The three-tier approach of quality council, process quality teams (PQTs) and quality improvements teams (QITs) allows the first to concentrate on quality strategy, rather than become a senior problem solving group.

Progress is assured if the PQT chairmen are required to present a status report at each meeting.

The PQTs or steering committees all control the QITs and have responsibility for:

The selection of projects for the QITs. Providing an outline and scope for each project

to give to the QITs.

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Greg Baker © 2004

10.2 Councils, Committees and 10.2 Councils, Committees and teamsteams

The appointment of team members and leaders. Monitoring and reviewing the progress and

results from each QIT project. The PQT members must be given the

responsibility and authority to represent their part of the organization in the process.

The members must also feel that they represent the team to the rest of the organization.

In this way the PQT will gain knowledge and respect and be seen to have the authority to act in the best interests of the organization, with respect to their process.

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Greg Baker © 2004

10.3 Quality Improvement teams10.3 Quality Improvement teams

A quality improvement team (QIT) is a group of people with the appropriate knowledge, skills, and experience who are brought together specifically by management to tackle and solve a particular problem, usually on a project basis.

Team selection and leadership People with knowledge and experience relevant

to solving the problem are clearly required. There should be a limit of five to ten members to

keep the team small enough to be manageable but allow a good exchange of ideas

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Greg Baker © 2004

10.3 Quality Improvement 10.3 Quality Improvement teamsteams

The team leader need not be the highest ranking person in the team, but must be concerned about accomplishing the team objectives and the needs of the members.

Team objectives At the beginning of any QIT project and at the

start of every meeting the objectives should be stated as clearly as possible by the leader.

Project and/or meeting objectives enable the team members to focus thoughts and efforts on the aims, which may need to be restated if the team become distracted by other issues.

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Greg Baker © 2004

Adding the teams to the TQM modelAdding the teams to the TQM model

Tools

Process

Customer Supplier

Cul

ture

Com

munication

CommitmentSystemsTeam

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