TOTAL QUALITY

MANAGEMENT
HUMAN DIMENSIONS OF TQM
DIMENSIONS OF TQM

i) Leadership

ii) Employee Involvement

iii) Customer Focus

iv)Continuous Improvement
i) Leadership

 Organized leadership will enhance overall management and productivity

within a company

 Full commitment at top management hierarchy, planning, support

 Elimination of performance ratings

 Emphasis on stability and consistency in effort

 Get feedback from staff, suppliers, clients

ii) Employee Involvement

 Employees have the main role at all levels of organization

 Measures are taken to motivate them to actively participate in the process of

innovation, improvement, and creativity

 Employee involvement can be ensured by training for taking part in decision

making process and various employee empowerment programmes

 Employees assume the responsibility for inspecting the quality of their own work
iii) Customer Focus

 In TQM customer is the ultimate judge of quality

 So the company should remain close to customers and understand how they
judge quality of the product

 The needs, requirements and expectations of the customer are determined

 They are translated into product specifications and characteristics

 Customer satisfaction is analyzed and actions are initiated based on results

iv) Continuous Improvement
 Involves all staff at all levels and entities

 To improve the distinctive capabilities of an organization

 It is a long term process

 It recognizes that quality improvement is a never ending journey

 And there is the need for a continuous quest for finding new approaches towards
improving quality
Top Management Commitment
 The term “TOP MANAGEMENT” refers to the highest level of management in an
organization
 Top Management Commitment refers to the participation of these high level
officials in the quality improvement efforts of an organization.
 Top Management Commitment involves:

o Formation of a quality committee

o Establishment of quality policies and goals
o Deployment of goals to lower level of organization
o Providing training and resources required to achieve these goals
o Participation in quality improvement teams
o Reviewing organizationwide progress
o Recognizing and rewarding those who have performed well
THANK YOU
 A Seminar on

HUMAN DIMENSIONS OF
TQM
Submitted to: Submitted by:
Mr. Akash Paul Savio Ann Mary Joshy
Asst. Professor S7 CS A
Mechanical Dept. Roll no.14
RECAP-TQM
• Total Quality
Management(TQM) approach is
o centered on quality
o based on the participation of all
its members
oaiming long term success
through customer satisfaction.
 INTRODUCTION
• Relationship between humans and TQM
• How both can affect the organization management

• Human dimensions of TQM actually refers to what all

steps humans must take to attain Quality in an
industry/organization
 9 KEY DIMENSIONS
1. Total employee involvement
2. Continuous improvement
3. Continuous training
4. Teamwork
5. Empowerment
6. Top-management commitment and support
7. Culture change
8. Democratic management style
9. Customer satisfaction
 TOP MANAGEMENT COMMITMENT
• ISO 9000 series of standards explains that "Top Management" is
defined as the person or group of people who directs and
controls an organization at the highest level.
1. to set and communicate policies and objectives throughout
the organization, raising awareness, motivation and
involvement
2. to ensure a focus on customer requirements throughout the
organization
3. to ensure that adequate resources are provided to meet the
organization's objectives
4. to decide on actions regarding the quality policy and quality
objectives
 STANDARD REQUIREMENTS OF TMC
• Management shall have a commitment to impartiality.
• Management has the overall responsibility for the
laboratory.
• Management needs to define the management
structure and relationships.
• Review management system at planned intervals to
ensure continuing suitability, adequacy and
effectiveness.
• Managers need to establish, document, and maintain
policies and objectives.
 WHY TOP MANAGEMENT
COMMITMENT?
• It is not a good idea to make TQM everyone’s
responsibility.
• Theoretically it may sound good but practically
everybody’s responsibility is nobody’s
• Therefore TQM efforts may falter even if good intentions
prevail.
• Helps to reduce the distance between management and
ordinary employees in order to improve the efficiency of
the company.
 LEADERSHIP IN TQM
• Most important element in TQM
• to provide an inspiring vision
• make strategic directions that are understood by all
• According to James McGregor, a leader is a person who
instills purposes, not one who controls the team member by
brute force.
 CHARACTERISTICS OF EXCELLENT
LEADERSHIP
1. Visible, committed and knowledgeable
2. Aggressive Targets
3. Strong Drivers
4. Communication of values
5. Organization
6. Customer contact
 Visible, committed and
knowledgeable
• They promote emphasis on quality and know the
details about how well the company is doing.
• Personal involvement in education, training and
recognition
• Accessible to and routine contact with employees,
customers and suppliers
 Aggressive Targets
• Going beyond incremental improvements and
looking at the possibility of making large gains,
getting the whole workforce thinking about
different processes and improving them
 Strong Drivers
• To define customer satisfaction and quality
improvement objectives, leaders are strong
drivers.
 Communication of Values
• Effecting cultural change related to quality

• Written policy, mission or guidelines and other

documented statements of quality values or other
bases for clear and consistent communication
 Organization
• Flat structures that allow more authority at low
levels.

• Empowering employees, Managers as coaches

rather than bosses

• Cross-functional management processes and

focus on internal and external customers
 Customer Contact
• To have good contact with customers to satisfy
their requirements

• To improve quality of the products

THANKYOU.
LEADERSHIP FOR TQM
 LEADERSHIP

• Total Quality Management (TQM) leadership refers to top managers of an

organization responsible for implementing a system to improve customer
satisfaction.
• The total quality management philosophy starts with company owners and high-
ranking managers committed to getting work done right the first time.

2
 CUSTOMERS ARE THE CENTRE OF SYSTEM
• Customer requirements are given more importance
• Monitors the process and makes adjustments as needed
• Evaluate success of planning team

IMPLEMENTATION RESULTS
Create an edge of competitors
Eliminate the cost of correcting mistakes
Increase productivity

3
5 MAJOR REQUIREMENTS
Commitment and
Understanding from employee
Quality improvement culture
Continuous improvement in
process
Focus on customer
requirements
Effective control

4
1. Commitment and Understanding from employee
Employee should understand corporate goals and recognize the importance of
these goals to the overall success of organization

2. Quality improvement culture

The organizational culture needs to be modernized on a continuous basis to
encourage employee feedback

3. Continuous improvement in process

Requires constant improvement in all the related policies, procedures and
controls established by management

5
4. Focus on customer requirements
Build customer relationships
Do business based on emotion
Precise requirements of all customers are documented
Provide perfect goods and services with zero defects

5. Effective control
To monitor and measure the performance of the business

6
 CHANGE IN MANGEMENT
B

BY : B GANESHRAJ
S7 CE B
12

1
CHANGE MANAGEMENT: LEADING THE CHANGE TO QUALITY CULTURE

 Change management is the process of developing a planned approach to

change in an organization with the objective as to-

1. To maximize collective benefits for all people involved in the change

2. To minimize the risk of failure in implementing changes

2
FACTORS AFFECTING CHANGE MANAGEMENT

 External and Internal forces affect change management

1. Internal forces – An organization may change because someone in the inside

thinks of a new way of doing things that will be beneficial or even necessary
Eg: changes in managerial personnel, deficiency in existing structure
1. External forces : It occurs from an outside influence on the oraganisation
Eg: political forces , market condition , technological condition

3
PROCESS OF CHANGE

 A model for organizational change was developed by Kurt Lewin in 1940

 The 2 stages of organizational changes according to Lewin was
1. Unfreezing - ready for change
2. Changing - implementation
3. refreezing – making it stick

4
RESISTANCE TO CHANGE

 Resistance to change is an act of opposing or struggling with modification or

transition that alter their current situation
 People will resist change when they perceive the changes as a threat
 Causes of resistance
1. lack of communication – if communication between the top management and
workers are not proper the workers will not know the reason why the change was
implemented
2. Procedure – the employees may lack the technical knowledge to implement the
changes and leaders may not be able to forsee it and workers may not be
comfortable in communicating it

5
RESISTANCE TO CHANGE

 Lack of courage – change programs often fail not because of lack of skills but
because of marked absence to implement it

 Goal orient – The workers may resist change because they may not be able to
comprehend why they should undertake a specific change , they may not see the
benefits of change and hence does not commit to change

6
METHOD TO DEAL WITH RESISTANCE TO
CHANGE
 Katter and Schlesinger set out 6 changes approach to deal with the resistance to
change

1. Education and communication – If there is lack of information or inaccurate

information on the change with the workers the most effective way is to
educate and communicate to the employees about the benefits of the change
2. Participation – when the employees are involved in the change effort they are
most likely to accept the change
3. Support – when changes are implemented the employees may experience
adjustment problems the management can make efforts to address them

7
METHOD TO DEAL WITH RESISTANCE TO
CHANGE
4. Negotiation and agreement – when someone or a group may loose out in a
change and where that individual or group is having power to resist it can be
combacted by offering incentives to leave or adjust to the changes
5. Manipulation - If all other options are expensive or will not work select a
person from the resistance group to participate in the change effort for
appearance purpose and not for any substantial contribution
6. Explicit and implicit coercion – this may be the last resort and only used when
speed is needed in the implementation , Managers can explisitly or implicitly
force employee to accept the change by making it clear the it may lead to
loosing of job, firing transferring etc

8
THANK

THANK YOU

9
CHANGE MANAGEMENT
Change management is defined as the methods and manners in which a company
describes and implements change within both its internal and external processes.
This includes preparing and supporting employees, establishing the necessary steps
for change, and monitoring pre- and post-change activities to ensure successful
implementation.

Significant organizational change can be challenging. It often requires many levels

of cooperation and may involve different independent entities within an
organization. Developing a structured approach to change is critical to help ensure a
beneficial transition while mitigating disruption.

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HOW TO IMPLEMENT CHANGE MANAGEMENT?

1. Define the change.

2. Select the change management team.
3. Identify management sponsorship and secure commitment.
4. Develop implementation plan including metrics.
5. Implement the change—in stages, if possible.
6. Collect and analyze data.
7. Quantify gaps and understand resistance.
8. Modify the plan as needed and loop back to the implementation step.

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ELEMENTS OF CHANGE MANAGEMENT MODEL

The change effort must have the backing of management, and leadership
from an accountable person or people (leading change)

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TRAINING FOR QUALITY

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MANAGEMENT OF QUALITY TRAINING

• A delineation of responsibilities for who contributes and in what

ways.
• A strong and unswerving focus on the customer- Internal and
External.
• A plan established with clear strategies and tactics for quality training.
• A budget to fund the plan.

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RESPONSIBILITIES

• Training for Quality and TQM system the training supports can succeed only if there is
accountability and responsibility for its implementation and effectiveness

• Executive leadership -- The executive team bears the responsibility for creating a quality culture in
the organization

• Human resource- The Human Resource (HR Dept.) bears the responsibility for implementing the
Quality training strategy

• The quality professionals - The quality professionals (Quality Dept.) bear the responsibility to
collaborate with the HR professionals to share their technical expertise on quality

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FOCUSING ON THE CUSTOMER

• While drafting a Training program following factors should be taken

into account for effective and positive deployment of the plan.

• Customer Need

• Customer Expectation

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ISO 9000 family
• Quality management
• For organizations asking how to improve the quality of their products and
services and consistently meet their customers’ expectations, ISO has an
answer. Addressing various aspects of quality management and containing
some of ISO’s best-known standards, there’s the ISO 9000 family.

• Management system standards

• Providing a model to follow when setting up and operating a management
system, find out more about how MSS work and where they can be applied.

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Why ISO 9001?

• ISO 9001 sets out the criteria for a quality management system and is the only
standard in the family that can be certified to (although this is not a
requirement). It can be used by any organization, large or small, regardless of
its field of activity. In fact, there are over one million companies and
organizations in over 170 countries certified to ISO 9001.

• This standard is based on a number of quality management principles

including a strong customer focus, the motivation and implication of top
management, the process approach and continual improvement. These
principles are explained in more detail in ISO’s quality management principles.
Using ISO 9001 helps ensure that customers get consistent, good-quality
products and services, which in turn brings many business benefits.

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Resources for quality activities

Submitted by,
Dani Biju
S7 CE B
Roll no 13
Quality Resources

 Quality Planning
 Quality Assurance
 Quality Control
 Quality Planning Tools and Techniques
 Cost-Benefit Analysis
The cost-benefit analysis is similar to a cost-benefit ratio. The costs and
benefits are measured to analyze the trade-offs of providing quality.
 Cost of Quality
Cost of quality (COQ) includes all the costs that conform to the required
quality of the project, including the cost to ensure conformance to requirements as well
as the cost of nonconformance, and finding the right balance.
 Brainstorming
It is a technique for gathering information, where multiple unfiltered inputs and
ideas are solicited and captured for later analysis and decision making.
 Force field analysis (FFA)
It is a technique for analyzing ideas by grouping characteristics or factors that
are for (pros) and against (cons) the idea.
 Nominal group technique (NGT)
It is an enhancement of brainstorming that adds mechanisms for ranking ideas. It
is based on the assumption that a nominal group will produce better results than a
group engaging in traditional brainstorming.
Quality Control Tools and Techniques

 Cause and Effect Diagrams

 Flowcharts
Flowcharts show the logical steps in a process and how various
elements within a system are related. They can be used to determine and
analyze potential problems in quality planning and quality control.
 Check Sheets
Check sheets are used to organize information in order to facilitate
data gathering. Check sheets are particularly effective for doing inspections,
enabling focus on the particular attributes that may be contributing to
potential or identified quality problems
 Pareto Diagrams
A Pareto diagram is an ordered bar graph showing the number of
defects and their causes ranked by frequency. The bars on the diagram
graphically show the number and percentage of causes individually and the
line shows the cumulative value. Pareto charts help focus attention on the
most critical issues to get the most benefit.
 Histograms
A histogram is a vertical bar graph that represents the frequency
of each measured category (known as bins) of variable. In other words, the
graph represents a rough frequency distribution of the data.
 Control Charts
Control charts are used to determine if processes are in or out of
statistical control.
 Scatter Diagrams
Scatter diagrams plot two variables, the independent variable
and the dependent variable, to graphically show the relationship between
them. The X-axis in the diagram represents one characteristic (usually the
independent variable), and the Y-axis measures the other.
Quality Assurance Tools and Techniques

 Affinity Diagrams
Affinity diagrams are used to organize large numbers of ideas for review
and analysis. It is an excellent tool for organizing large amounts of ideas and data
into meaningful groups by finding relationships between the ideas. It makes data
easier to review and analyze.
 Process Decision Program Charts (PDPC)
This technique helps to identify the steps necessary to reach a goal. It
also enables analysis of the incremental steps required, thereby facilitating
identification of potential problems or pitfalls before they are encountered.
 Interrelationship Diagraphs
An interrelationship diagraph is a visual display of the cause-and-effect
relationships between multiple variables, complex problems, or desired outcomes.
 Tree Diagrams
Tree diagrams, also known as systematic diagrams, are used to
break down broad categories into finer and finer levels of detail, which helps
move from generalities to specifics.
 Prioritization Matrices
Prioritization matrices provide a mechanism for ranking the relative
importance of ideas or issues
Thank You
 Training in quality

Submitted by: Radhika Ratheesh

S7 CEB
25
VISWAJYOTHI COLLEGE OF ENGINEERING AND TECHNOLOGY , VAZHAKULAM 1
WHAT IS TRAINING IN QUALITY

 Familiarizing employees with the means of preventing, detecting, and

eliminating non quality items, usually in an organization that produces a
product.

 Explaining to the workers how the changes in quality should be implemented

 Explaining to the workers on the importance and benefits for implementing

the change

VISWAJYOTHI COLLEGE OF ENGINEERING AND TECHNOLOGY , VAZHAKULAM 2

NESSASITY FOR TRAINING

 The employees in their formal education learn wide range of topics from
basic principal to advanced topics i.e. they learn little bit of every thing
 Therefore employees should be given orientation training to carry out the
task assigned to him correctly before they are deployed for actual work
 The orientation training should help the employee to understand the
following
1.Requirements and expectation of job
2.His role and responsibility
3.His authority
4.know-how for undertaking and completion of work assigned

VISWAJYOTHI COLLEGE OF ENGINEERING AND TECHNOLOGY , VAZHAKULAM 3

FEATURES OF TRAINING IN QUALITY

 EXPERIENCED RECRUITS REQUIRE MORE TRAINING :

A fresh employee can be easily moulded as per the organization's goals

and objectives since they are fresh and have no biases due to prior
experience. But, an experienced person will definitely bring with him
different ideas and work culture from the organizations where he served
earlier. If the ideas are better than the organization's objectives and
work culture, then he can become a role model in the new organization.
If not? Then the experienced recruits need an orientation training. The
only time the organization can orient such persons as per organization's
goals, is before he settles down in the new job.

VISWAJYOTHI COLLEGE OF ENGINEERING AND TECHNOLOGY , VAZHAKULAM 4

FEATURES OF TRAINING IN QUALITY

 Training is not a one time activity :

Almost all the Quality Gurus, like Philip Crosby, Edwards Deming, and
Harrington have highlighted that training is not a one-time activity.
In the service sector there is at continual change in the business. This
means, that the employees have to acquire the skills needed for
designing, manufacturing, delivering and servicing the updated or new
products or services. Some employees may be able to understand the
changes quickly and adapt themselves accordingly. However, an average
employee may not be able its do so. Therefore, such employees need to
be given additional help, to cope up with the change.
VISWAJYOTHI COLLEGE OF ENGINEERING AND TECHNOLOGY , VAZHAKULAM 5
FEATURES OF TRAINING IN QUALITY

 TRAINING IS A FORMAL ACTIVITY :

Training should be a formal activity in every organization. Senior level

executives in whatever designation they are addressed, should
coordinate it. A bigger organization may need a separate department. At
the beginning of every year, the HRD manager should evaluate the
training needs of the employees across the organization in consultation
with their supervisors and make an annual training plan for the
organization
Each training program should be evaluated for its effectiveness. The
result of evaluation should be analyzed and put up to the Quality Council
of the organization.
VISWAJYOTHI COLLEGE OF ENGINEERING AND TECHNOLOGY , VAZHAKULAM 6
 THANK YOU

VISWAJYOTHI COLLEGE OF ENGINEERING AND TECHNOLOGY , VAZHAKULAM 7

 EMPLOYEE
INVOLVEMENT
SANDHRA SIBI
S7 CE B
ROLL NO : 29
VJCET Vazhakkulam 1
WHAT IS EMPLOYEE INVOLVEMENT
Employee involvement is one approach for improving quality and
productivity.

TQM proclaims that employees should be given the opportunity to

self-manage, be empowered to make important decisions, and be
treated in such a way that they might be confident and feel respected in
the workplace.

VJCET Vazhakkulam 2
How is involvement increased ?
Total employee involvement may be implemented through a variety of
initiatives :
◦ Seeking opinions from the employees
◦ Facilitating the employees to try their ideas
◦ Encouraging for sharing of resources and information
◦ Improving the communication skills of the employees

VJCET Vazhakkulam 3
Benefits of employee involvement
◦ High level retention
◦ Higher motivation
◦ Enhanced talent development
◦ Easier change management
◦ Focus on results

VJCET Vazhakkulam 4
How can leaders improve employee
involvement?
◦ Open communication
◦ Better feedback mechanism
◦ Improved onboarding
◦ Peer recognition
◦ Shared stories

VJCET Vazhakkulam 5
THANK YOU

VJCET Vazhakkulam 6
 Employee involvement is one approach to improving quality and productivity.
 It is the total involvement from every person at all levels in the organization
1. MOTIVATING THE WORK FORCE
2. TEAM BUILDING
3. TRAINING
4. SUGGESTION SYSTEM
5. REWARD AND RECOGNITION
6. GAIN SHARING
7. PERFORMANCE APPRAISAL
 It is the process of stimulating people or attempting to influence other to do your
will or accomplish desire goals through the possibility of reward.
 Improves employee involvement
 Reduces absenteeism and increases turn over
 Promotes job satisfaction
EARLY THEORIES OF MOTIVATION
Maslow’s Hierarchy of Needs Theory
 Needs were categorized as five levels of lower- to higher-order
needs.
Individuals must satisfy lower-order needs before they can satisfy
higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level that person
is on the hierarchy.
 Hierarchy of needs
Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization
Herzberg’s Motivation-Hygiene Theory
 Job satisfaction and job dissatisfaction are created by different factors.
 Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction.
 Motivators: intrinsic (psychological) factors that create job satisfaction.
 Attempted to explain why job satisfaction does not result in increased performance.
 The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.
1. Know themselves (Managers, SWOT)
2. Know your employees
3. Establish a positive attitude
4. Share goals
5. Monitor progress
6. Communicate effectively
7. Celebrate success
8. Develop interesting work
9. Job rotation
 - switch job within a work unit :Job enlargement
 - combine task horizontally :Job enrichment
 - combine the tasks vertically
EMPOWERMENT
 It is an environment in which people have ability, the confidence, and the commitment to take
responsibility and ownership to improve the process and initiate work, satisfy customer in order to
achieve goals.
 It is different from delegation and enrichment of work as in this there is ownership of work and the whole
work is assigned to one person.
 In order to create empowered environment three condition are necessary
CONDITIONS FOR EMPOWERMENT
Every one must understand the need of change.
People of high skill, education and experience want change and empowerment. Internal
locus of control is also important.
The system need to change to new model.
Motivate individuals, freedom to act,
The organization must enable its employees.
Means enhance their skills, knowledge, and information.
EMPLOYEE FEEL EMPOWERED WITH
Stop work in progress – 83 %
Intervene on customer behalf- 81 %
Make exception to procedure – 61%
Rework product – 61 %
Replace goods – 37 %
Refund money – 27 %
2 . TEAM
Team is group of people working together to achieve a common goal
Types of teams:-
Process improvement team:-Team member represent each process, scope of activity is
limited to work unit members of team
Cross functional team:-6-10 members from diff functional areas , engr., mkt, acct etc.
it may be include customer and supplier
Natural work team:-It composed of all the members of work unit
Self managed :-It is a extension of natural work teams but they are without supervisor
but having a liaison officer from mgt.
 CHARACTERISTICS OF SUCCESSFUL TEAM
1. Sponsor – top management support
2. Team charter- mission, vision, scope
3. Team composition – not exceed to 10
4. Training
5. Ground rule – rules and regulation- procedures
6. Clear objectives
7. Accountability
8. Resources
9. Trust
10. Effective problem solving
11. Open communication
12. Appropriate leadership
13. Balanced participation
 Forming stage- Initial stage with only group of individuals and no team
work. Team purpose, roles are created.
 Storming Stage -Initial agreement roles are challenged.
 Norming Stage-Formal informal relations get established.
 Performing Stage -Team operates in a successful manner with trust,
openness, healthy conflict and decisiveness among the members.
 Maintenance stage – Functioning should not deteriorate with time Q
 Evaluating Stage – Evaluating team performance
COMMON BARRIERS TO TEAM PROGRESS
In- efficient trainings
In-compatible reward and compensation
First line supervisor resistance
Lack of planning
Lack of top management support
Not set the scope, objectives smartly
To large team
3 . TRAINING
 20 % retain of training what the heard
 90 % retain what they do
 So training must be practical in nature
 It will be given on need basis
 There are 4- steps in training process:-
 Make aware the people about the objective of training
 Get acceptance from the participants that they are willing to attend it. And the training is valuable to
them
 Participants feel that they are active part of the training
 Adapt the environment, attitude and behavior
4 . SUGGESTION SYSTEMS
 Suggestion systems are designed to provide the individual with an opportunity to be involved by
contributing to the organization
 Individual ideas are untapped resources
 Key to a effective system is management commitment
 5- rules for effective system:-
 Be proactive by regularly asking your employees questions
 Remove fear by focusing on process not on persons
 Simplify the process so it is easy to participate
 Respond quickly to the suggestion within a specified time
 Reward the idea publicize it
 Recognition is a process whereby management shows acknowledgement
(Verbal or written) of an employee outstanding performance.
 Reward is a tangible one such as increased salaries, commission, cash bonus,
gain sharing etc., to promote desirable behavior. It can be even theatre tickets,
dinner for two, a small cash awards, etc.,
 The employees are recognized to improve their morale, show the company's
appreciation for better Performance, create satisfied and motivated
workplace and stimulate creative efforts.
 Intrinsic rewards:-Non- monetary form, celebration on achievements,
appreciation
 Extrinsic rewards:-Profit sharing, gain sharing, employment security,
compensation time, performance apprasial
 It is a systematic and objective assessment or evaluation of
performance and contribution of individual Needs·
 Identifying employees for salary revision, promotion, transfer etc.
 To determine training needs of employee
 To take organizational inventory of people
 To know personal strength and weakness of individuals
 To validate the selection procedure
BENEFIT OF EMPLOYEE INVOLVEMENT
Employees make better decision by using their expertise
Employee support the decision in implementation
Employees are better able to pinpoint the area of improvement
Employees are in better position to take corrective decisions
Employees involvement remove conflicts and improve communication
Increase morale by having a sense of ownership
In better position to accept changes
Increase commitment
 MOTIVATION
EMPOWERMENT

PRESENTED BY,
SARA MUJEEB
S7 CE B
 MOTIVATION

 Motivated team leads to success.

 Difficult to understand human nature.
 Some behavioural patterns are emerged.
 Example: –
o Top notch-self activated(5 to 10 %)
o Fence sitters (80 to 90&)
o Difficult to improve(10%)
 MOTIVATION THEORY
THEORY X
According to Sigmund Freud,
Workers are
 Not ambitious
 No initiative
 Don’t take responsibility
 Needs security
 Avoid work
To make them work management has to do these:-
 Reward
 Punish
 Intimidate
 Coerce
 MOTIVATION THEORY

THEORY Y
McGregor’s theory of people is that
 Want to learn
 Work is self discipline
 Develop themselves
They seek freedom to do challenging ideas and have great potential.
 MOTIVATION THEORY

THEORY Z
 Abraham Maslow states that good qualities are inherited in people at birth
itself but can me lost.
 Five basic needs motivate employees
1. Self actualization - motivate to do work sincerely
2. Esteem needs
3. Safety needs
4. Love needs
5. Physiological needs-
 wants job security
 Job satisfaction
 reputation of company
 MOTIVATION THEORY
Herzberg’s theory include hygiene theory and motivation.
1. Hygiene theory – minimum that every employee requires for not being
dissatisfied.
 The company and its policies
 Supervision
 Salary and status
 Security
 Interpersonal relations
2. Motivation
 Achievement
 Recognition for achievement
 Interest in task
 Growth and advancement
 Responsibility
MOTIVATIONAL TECHNIQUES

 All employees are not same.

 Everyone need different level of motivation.
 Difficult to bring harmony among workers
 Each member has to be coached , motivated to become a performer.
 Provide right environment
 Proper supervision
 Proper training
 Equality among employees
 EMPOWERMENT

 Empowerment is” an organisational state , where people are aligned with

business direction and understand their performance boundaries, thus
enabling them to take responsibility and ownership while seeking
improvements, identifying the best course of action and initiating steps to
satisfy customer requirements”.
 Employees owns the process of customer satisfaction
 The empowered teams should be aware of
 Their performance boundaries
 Conduct within institutional rules
 Cannot do in their own way
 Cannot formulate policies
 EMPOWERMENT TRAINING

 Employees should
 Cooperate with each other
 Should change their attitude and adapt to the change
 Accept all the good qualities of co workers.
 Understand corporate goals.
 Improve decision making ability
 Monitor the teams regularly
 EMPOWERMENT

 Steps for the operation of self managed teams

 Agree on what they will produce or carryout
 Decide how to organise the team
 Decide on the responsibility within the team
 Decide on the flow of work
 Audit the process
 Decide on improvement and restart
 EMPOWERMENT

 Fundamental requirements of successful empowering

 Accept the teamwork is better than hierarchy
 Invest time and money on team building
 Formulate a clearcut vision
 Wait patiently for success
 Reward worthy teams
 Provide support and tool for problem solving
 BARRIERS TO SUCCESS

 Misalignment
 Supervisor resistance
 Difficulty of supervisor and team members in new roles
THANK YOU
Team Work
Introduction

• All organizations start with a few people.

• As the organization grows more people gets added to it.

• Gradually a formal structure is evolved for better management and communication.

• Teams are an integral part of this structure.

• They are formed to fulfil specific objectives.

• In other words teams are formed to do more work which individuals can’t.
Role of Management
• It is the responsibility of the management to foster teamwork

• The following parameters are to be defined inorder to enable teamwork in an organization

 Responsibility
 Authority
 Reward for accomplishing a task
 Criteria for measurement of work output

• The team cannot function effectively unless these factors are clearly defined.

• Even while the management forces employees to work as a team, some may drift apart from it.

• It is true that all employees aren’t alike. They don’t have the same potential nor same level of
intelligence.

• But by means of teamwork the individual strengths can be pooled together. The focus on strength
rather than weakness of employees.
Teamwork is a Win- Win Situation
• Team is mutually beneficial for both employees and management.

• Employees should be aware of a win-win situation where both parties involved are benefited.

• The benefits include dramatic results, best use of skills, right decisions, better job satisfaction.

• Also there is a chance of win-lose situation where people in a team have different views and
are determined to get their own way.

• The demerits are wastage of time, conflicts, communication gap, spoils happiness and
co-operation.
Self Managing Team
• Self management refers to full authority and control over ones own actions, process and
outcomes

• A self-managed team is a group of employees who work collaboratively to complete a project

or achieve a target with little or no supervision from a higher level manager or boss.

• Benefits include:
 Better employee engagement
 Less oversight
 Reduces costs
 Better decision making

• Disadvantages are:
 Longer time for decision making
 Limited innovation
ROLE OF QUALITY
DIRECTOR
Presented by,
Stephen P Santhosh
S7 CE B
Roll No: 33
WHO IS A QUALITY DIRECTOR?

• Individual who oversees the quality assurance (QA) department.

• Work to develop effective testing procedures and train other quality
assurance employees.
• Ensures that all products sent to customers and clients meet the company's
and consumers' expectation of excellence.
WHAT DOES QUALITY DIRECTOR DO?

• Training staff on quality testing

• Understanding customer and client requirements
• Developing important product testing and review methods
• Maintaining the department's budget and finances
• Generating reports for executives and senior-level managers
HOW TO BECOME A DIRECTOR OF QUALITY?

• 1. Earn an undergraduate degree

• 2. Gain relevant experience
• 3. Obtain certification
• 4. Consider a graduate program
WHAT ARE THE SKILLS REQUIRED TO BE
QUALITY DIRECTOR?
• Problem solving
• Managerial and leadership skills
• Communication
• Financial understanding
• Organization
THANK YOU
 1
QUALITY MANAGEMENT SYSTEM
• A quality management system (QMS) defines and establishes
an organization's quality policy and objectives.
• It also allows an organization to document and implement the
procedures needed to attain these goals.
• A properly implemented QMS ensures that procedures are
carried out consistently, that problems can be identified and
resolved, and that the organization can continuously review and
improve its procedures, products and services.
• It is a mechanism for maintaining and improving the quality of
products or services so that they consistently meet or exceed the
customer's implied or stated needs and fulfill their quality
objectives
 2

INTRODUCTION TO ISO 9000

• The ISO 9000 family of standards is related to quality

management systems and designed to help organizations
ensure that they meet the needs of customers and other
stakeholders while meeting statutory and regulatory
requirements.

• ISO 9000 deals with the fundamentals of quality

management systems, including the eight management
principles on which the family of standards is based.
 3

• International standards promote international trade by

providing one consistent set of requirements recognized around
the world.

• ISO 9000 can help a company satisfy its customers, meet

regulatory requirements and achieve continual improvement. It
provides the base level of a quality system, not a complete
guarantee of quality.

• Originally published in 1987 by the International Organization

for Standardization (ISO), a specialized international agency for
standardization composed of the national standards bodies of 90
countries.
 ISO 9000 SERIES 4

• Explains fundamental quality concepts and provides

guidelines for the selection and application of each
standard ISO 9001

• Model for quality assurance in design, development,

production, installation and servicing. ISO 9002

• Model for quality assurance in the production and

installation of manufacturing systems
 5

ADVANTAGES
Quality is maintained,
ISO registration also has a significant bearing on market
credibility as well.
Opportunity to compete with larger companies,
More time spent on customer focus,
Confirmation that your company is committed to quality,
May facilitate trade and increased market opportunities,
Can increase customer confidence and satisfaction.
 6

QUALITY DIRECTOR
The Director of Quality Control will develop,
implement, and periodically evaluate a program to
ensure the organizations production operations,
from raw materials to finished products, meet the
quality, integrity, and efficiency standards set by
the organization.
 7

SKILLS OF QUALITY DIRECTOR

• RESPONSIBILITY
• COMMUNICATION & INTERPERSONAL SKILLS
• LEADERSHIP
• INDUSTRY SPECIFIC TECHNICAL KNOWLEDGE
• PROBLEM SOLVING SKILLS
• ORGANIZATION & PLAN
 8

ROLE OF QUALITY DIRECTOR

• Quality managers develop processes for inspecting the
quality of products.
• They ensure that the products match the company's
standards.
• Quality managers understand the client requirements
and scope of the project.
• They plan quality control processes, review tasks that
involve stakeholders and maintain the set standards by
the company.
THANK YOU
GEO WILSON
S7 EEE
ROLLNO. 14
ISO 9000 - Quality
Management
Presented by,
Thomas Kurian
Varghese J
2
INTRODUCTION
 ISO (International Organization for Standardization) has
published 22027 International Standards (As on 5th Feb,
2018).
 ISO 9000 is one among the most popular standards of ISO.
 ISO 9000 is
A series of Quality Management System (QMS) standards,
Provide guidance and tools for companies and
organizations.
3
ISO 9000 vs. ISO 9001

 ISO 9000 is a series/family of standards.

 ISO 9001 is a standard within the family.
 The ISO 9000 family of standards also contains an
individual standard named ISO 9000.
 ISO 9001 is the only standard within the ISO 9000 family to
which organizations can certify.
4
ISO 9000-FAMILY OF STANDARDS

ISO 9000 is a series Of quality management system standards

which includes the following:
 ISO 9000:2015 - This specifies the fundamentals and
vocabulary used in all these ISO 9000 standards.
 ISO 9001:2015 - This is the Requirement standard that
provides directions on how to achieve quality
requirements,
meet the significant regulatory requirements,
improve satisfaction for all stakeholders (customers,
shareholders etc) have a method of identifying and
Implementing the improvements.
5 Cont.

 ISO 9004:2009 - This provides Guidelines for maintaining

the success of Quality Management Systems through
evaluation and performance improvement.
 ISO 19011:2011 - This sets out Guidance for any
organization on auditing management systems.
 Internal audits are used to confirm and improve the
effectiveness of a quality management system,
 External audits are generally the audits of suppliers
but can also be done by any interested third parties.
6 HISTORY OF ISO 9000

 Originally published in 1987 by the International

Organization for Standardization (ISO).
 Underwent major revision in 2000 with the concept of
process management.
 Revised again in 2008 which re-narrated ISO 9001:2000 with
few clarifications to the existing requirements of ISO
9001:2000.
 Current versions of ISO 9000 and ISO 9001 were published in
September 2015
7 QUALITY MANAGEMENT PRINCIPLES

Customer focus
 To recognize the needs of existing and future customers
 Meet customer requirements
 Assess customer satisfaction
 Handle customer relationships
8 Cont.

Leadership
 Establish a vision and direction for the organisation
 Set demanding goals
 Model organizational values
 Establish trust
 Train and empower employees
9 Cont.

Engagement of people
 Ensure that people's skills are used and valued
 Make people responsible
 Enable participation in continual improvement and
evaluate individual performance
 Facilitate learning and sharing of knowledge
10 Cont.

Process approach
 Supervise activities as processes
 Assess the capability of activities
 Identify linkages between activities
 Prioritize improvement opportunities
 Organize resources effectively
11 Cont.

Improvement
 Develop organizational performance and capabilities
 Align advanced activities
 Empower people to make improvements
 Measure improvement consistently and celebrate the
improvements
Thank You