TQM

53問 • 1年前

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One effective method for collecting such information The aim is to collect the information from a small representative group of employees

SET UP FOCUS GROUPS WITH EMPLOYEES TO DETERMINE RELEVANT TOPICS

The actual questionnaire should not be too comprehensive. Experience has shown that there should not be more than 30–40 questions

DESIGN THE QUESTIONNAIRE INCLUDING QUESTIONS ABOUT BOTH EVALUATION AND IMPORTANCE FOR EACH TOPIC

– between employees – between departments – helping others

Co-operation

– communication between employees – feedback from managers – feedback from customers

Communication and feedback

– independence – variety – challenges to skills

Work content

– targets for and definition of tasks – time frameworks – measurement of the end result – importance of the end result for the firm – education and training

Daily working conditions

– wages – working hours Measurement of employee satisfaction 155 – job security – pensions

Wages and conditions of employment

– information about the firm’s raison d'être – information about the firm’s goals (short- and long-term) – information about departmental goals – information about results

Information about goals and policies

– qualifications – commitment – openness – credibility – the ability to guide and support

Management

It is essential to avoid the creation of myths in connection with an employee survey. Openness is therefore a key word. It is the departmental manager’s job (if necessary, assisted by a quality coordinator) to ensure that all employees understand the purpose of the survey and to inform them that they are guaranteed full anonymity.

COMPILE PRESENTATION MATERIAL FOR ALL DEPARTMENTS AND 4.PRESENT THE MATERIAL TO THE DEPARTMENTS

The questionnaire should be filled out within the same time interval in all departments.

CARRY OUT THE SURVEY

The result of the employee satisfaction survey should be reported in the same way as a customer satisfaction survey. Top management should receive the overall employee satisfaction index. This index shows the progress or the lack of progress in employee satisfaction.

REPORT AT BOTH TOTAL AND DEPARTMENTAL LEVEL

It is the employees’ survey. They have helped to design it themselves and, through their answers, they have shown where possibilities for improvements exist.

FORM IMPROVEMENT TEAMS

The exchange of experiences is important as regards continuous improvements and general motivation in the firm. The results of initiative (implemented suggestions) from earlier employee surveys can also be discussed at the conference.

HOLD AN EMPLOYEE CONFERENCE

When measuring the state of a process result, we say that we have established a

Quality control point

argued in his book Kaizen (1986) that western managers were most interested in the results, i.e. different quality control points while Japanese managers also focused on the various process measures, i.e. various quality checkpoints which were expected to have an effect on the results.

Massaki Imai

► Meeting delivery times as a % of filled orders. ► Number of complaints as a % of filled orders. ► Failure costs as a % of turnover or production value. ► Rate of personnel turnover. ► Number of absentee days as a % of total working days. ► Number of quality improvement suggestions per employee. ► Number of employees in quality improvement teams as a % of total employees. ► Number of hours allotted to education as a % of planned time.

Examples of quality measures for the whole firm

► Number of rejected deliveries as a % of total deliveries. ► Cost of wrong deliveries as a % of purchase value. ► Number of purchase orders with defects as a % of total orders. ► Production stops in time caused by wrong purchases in relation to total production time. ► Number of inventory days (rate of inventory turnover).

Examples of quality measures in purchasing

► Used production time as a % of planned time. ► Failure costs as a % of production value. ► Number of repaired or scrapped products as a % of total produced products. ► Idle time as a % of total production time. ► Number of inventory days for semi-manufactured goods. ► Ancillary materials, e.g. lubricants, tools etc. as a % of production value. ► Number of invoice able hours as a % of total time consumption. ► Number of injuries as a % of number of employees.

Examples of quality measures in production (in a broad sense, i.e. including the production of services)

► Number of orders with defects as a % of total orders. ► Numbers of orders with errors as a % of total invoices. ► Number of credit notes as a % of total invoices. ► Service costs due to wrong use as a % of sales. ► Auxiliary materials/resources as a % of wage costs. ► Number of unsuccessful phone calls as a % of total calls. ► Number of debtor days.

Examples of quality measures in administration and sales

► Number of design changes after approved design in relation to total designs. ► Number of development projects which result in approved projects in relation to total development projects. Failure costs due to the development departments as a % of production or sales value. ► Time consumed in development as a % of planned time consumption.

Examples of quality measures in development and design

stated that ‘quality can be defined only in terms of the agent’. In other words, it is the user of the product who is the final judge of the quality.

Deming (1984)

who stated that ‘the difficulty in defining quality is to translate future needs of the user into measurable characteristics, so that the product can be designed and turned out to give satisfaction at a price that the user will pay’.

Shewhart (1931)

stated that ‘the consumer is the final judge of the best quality of a given product. It can be defined through market research, marketing etc.’

Oyrzanowski (1984)

►Consumers are interviewed about their attitude to and assessment of different products and their quality dimensions. ►The choice of method depends on whether the quality dimensions can be read directly from the product or whether it is necessary to measure the dimensions indirectly.

DIRECT MEASUREMENT OF QUALITY

►In theory quality is measured indirectly through the reaction of the market as the starting point is to establish a connection between the qualities of a product and the market price of the product.

INDIRECT MEASUREMENT OF QUALITY

These are costs of activities whose aim is to prevent quality defects and problems cropping up. The aim of preventive activities is to find and control the causes of quality defects and problems.

Preventive quality costs

The object of these costs is to find defects which have already occurred, or make sure that a given level of quality is being met.

Inspection/appraisal costs

These are costs which accrue when defects and problems are discovered inside the company. These costs are typically costs of repairing defects.

Internal failure costs.

These are costs which accrue when the defect is first discovered and experienced outside the firm. The customer discovers the defect and this leads to costs of claims and as a rule, also a loss of goodwill corresponding to the lost future profits of lost customers.

External failure costs

Benchmarking is based on _______ : ‘To know yourself and your enemy’

Sun Tzu’s rule of the art of good war

This was combined with an ancient Japanese word ____ , meaning striving towards becoming the best of the best

DANTOTSU

the continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized as industry leaders.

Benchmarking

put it in a speech at Hewlett Packard: ‘It is a hazard to copy. It is necessary to understand the theory of what one wishes to do.’

W.E. Deming (1993)

benchmarking is normally divided into the following three types:

1. internal benchmarking 2. competitor benchmarking 3. functional/generic benchmarking

comprises the initial activities in connection with benchmarking.

PLAN

you search and observe as per the criteria laid down under the Plan phase.

Do phase

a necessary condition for Total Quality Management.

Leadership

❖ useful in connection with the policy deployment process of Total Quality Management. ❖ highly people-oriented since found this as aspect of leadership especially weak in current Western Management.

Leadership Model

is the process of designing the detailed plans for quality improvements

Planning

The final quality plan has to be communicated to everyone concerned and the necessary education has to be achieved.

Do phase

is a holistic concept which requires quality motivation of all people in an organization towards a common goal.

Total Quality

is all about people because it is people who make quality. We have a common saying that ‘an organization is as good as its people’. It is well-known that the majority of quality-related problems within our organizations are not within the control of the individual employee.

Quality motivation

is to ensure that everything necessary is in place to allow people to make quality.

managers

are desirable for many organizations, nevertheless, our human system organized in this way could easily create some negative and undesirable activities.

Streamline routes

is the beginning of the quality improvement process which starts with vision, mission, values, policy and strategy, systems etc. and further continues with other principles and concepts of Total Quality Management.

Leadership

According to ______ leadership is the driving force behind policy and strategy, people management, resources and processes, leading ultimately to excellence in business results.

European Model for Total Quality Management

the purpose of giving people empowerment to do their own jobs. Satisfaction of the workforce and hence motivation and ability to act as a constructive part in the process of continuous improvement depend upon education and training.

education and training

is not enough to ensure a TQM culture. Quality motivation should be combined with a number of methods in order to ensure that everybody participates actively in improving the quality of products, services and processes.

Quality motivation

is seen as a vital factor towards achieving work objectives using human resources and considering human needs.

Quality motivation

has described the hierarchy of human needs as follows: Basis for motivation (Motivation Theories

Maslow (1943)

According to ___ an individual starts with physiological needs and when he fulfils that need, he then moves on to the next hierarchy, i.e. safety needs and so on.

Maslow

is governed by two types of factor, namely satisfiers and dissatisfiers. Frederick Herzberg (1969)

Motivation

MONETARY REVIEWER LESSON 1

Shiela Caber · 11問 · 12ヶ月前

MONETARY REVIEWER LESSON 1