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TQM BBA 8 WK 8 tesmp - Building and Sustaining Total...

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Building and Sustaining Total Quality Organizations Instructor: Muhammad Naveed BBA-BAHRIA
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Think Building and sustaining a TQ organization requires a readiness for change, the adoption of sound practices and implementation strategies, and an effective organizational infrastructure.
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3 Why Adopt TQ Philosophy? Reaction to competitive threat to profitable survival An opportunity to improve
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Selling the TQ Concept The best way to sell total quality to top executives is to show them where money is being is lost due to: Absenteeism , downtime, not having procedures in place, lack of job descriptions, and poor training. Quality should be viewed as an integrated part of the business, and an understanding must be built that quality projects are good for business, as can be demonstrated by Return on Quality calculations . For example: if an organization’s goals is to reduce cycle time, show how your program will reduce cycle time. If the goal is to increase market share, show how your plan will do that.
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Selling the TQ Concept (ten ways that managers/quality professional can sell the concept of TQ to senior leaders) 1. Learn to think like top executives who are paid, after all, to satisfy the concern of three group stakeholders: C;E;I. 1. Position quality as a way to address the priorities goals of these groups of stakeholders. 1. Align your objectives with those of senior management. 1. Make arguments quantitative. 1. When approaching top management, Make the first pitch to someone likely to be sympathetic to your proposal. 1. Focus on getting an early win, even if it is small. 1. Ensure that efforts won’t be undercut by corporate accounting principles (exaggerate the cost of quality and fail to recognize to full benefits). 1. Develop allies, both internal and external. 1. Develop metrics for return on quality and show your efforts are paying off. 1. Never stop selling quality.
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6 Corporate Culture and Change Corporate culture is a company’s value system and its collection of guiding principles Cultural values often seen in mission and vision statements
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Think Culture is reflected by the management policies and actions that a company practices. Therefore, organizations that believe in the principles of total quality are more likely to implement the practices successfully. Conversely, actions set culture in motion. As total quality practices are used routinely within an organization, its people learn to believe in the principles, and cultural changes can occur.
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Baldrige Core Values and Concepts Visionary leadership Customer Driven Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Social responsibility Focus on results and creating value Systems perspective
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