Total quality management

2. LEADERSHIP AND COMMITMENT
Employing more inspectors, tightening up standards,
developing correction, repair and rework teams do not
improve quality.
Quality has been regarded as the responsibility of the
QA or QC department, and still it has not yet been
recognized in some organizations that many quality
problems originate in the commercial, service or
administrative areas.
Shifting mindset from
“customer’s responsibility of detection” to
“problem prevention”.
Searching for causes of problems, and correcting the
causes, not the symptoms.

3. COMMITMENT AND POLICY
TQM must be implemented organization-wide and must start at the
top level.
The most senior directors and management must all demonstrate that
they are serious about quality.
If the owners or directors of the organization do not recognize and
accept their responsibilities for the initiation and operation of TQM,
then these changes will not happen.
Controls are important but having a mindset to implement TQM at all
levels is critical.

4. QUALITY POLICY
A sound quality policy, together with the organization and facilities to put it
into effect, is a fundamental requirement for TQM implementation.
The content of the policy should be made known to all employees.
1. Identify the customer’s needs (including perception).
2. Assess the ability of the organization to meet these needs
economically.
3. Ensure that bought-in materials and services reliably meet
the required standards of performance and efficiency.
4. Concentrate on the prevention rather than detection philosophy.
5. Educate and train for quality improvement.
6. Measure customer satisfaction.
7. Review the quality management systems to maintain progress.

5. CREATING OR CHANGING THE CULTURE
The culture within an organization is formed by a number of
components:
1. Behaviors based on people interactions.
2. Norms resulting from working groups.
3. Dominant values adopted by the organization.
4. Rules of the game for ‘getting on’.
5. The climate.
Culture in any ‘business’ may be defined then as the beliefs that pervade
the organization about how business should be conducted, and how
employees should behave and should be treated.

6. CREATING OR CHANGING THE CULTURE (VISION
FRAMEWORK)
Any organization
needs a vision
framework that
includes its guiding
philosophy, core
values and beliefs and
a purpose.
These should be
combined into a
mission, which
provides a vivid
description of what
things will be like
when it has been
achieved. 3
5

7. DEVELOPING
VISION
MISSION 3
6

8. VISION
Vision is a guiding image of success. It is pursuit of this shared image of success
that inspires, motivates and guides people to work together.
Some criteria to guide in developing and assessing the effectiveness
of a vision statement are:
It answers the question, “What will success look like?”
It is compelling,
It challenges and inspires the group to stretch its capabilities
to achieve its purpose,
It focuses first on the client to be served or impacted,
It describes what the organization will look like when functioning
effectively.
Vision statements begin with intuition and ideas, evolve through discussion and
result in a shared sense of direction and motivation 3
7

9. EXAMPLES OF VISION
“To provide access to the world’s
information in one click.”
The company’s nature of business is a direct
manifestation of this vision statement.
Google’s vision statement has three variables, namely,
world’s information, accessibility, and one click.
Our vision is to create innovative technology
that is accessible to everyone and that
adapts to each person's needs.

10. MISSION
Mission describes the overarching purpose of the
organization—the reason it exists.
Mission statement answers the questions:
Who we are, as an organization?
Why do we exist?
What do we do?
Who do we serve?
The mission will translate the abstractness of philosophy
into tangible goals that will move the organization forward
and make it perform to its optimum.

11. EXAMPLES OF MISSION
“To organize the world’s information and
make it universally accessible and
useful.”
The mission statement has four variables,
namely, world’s information, organization,
universal accessibility,
and usefulness.
Our mission is to enable people and
businesses throughout the world to
realize their full potential.

12. VALUES
Values are beliefs that your organization’s members hold in
common and endeavor to put into practice.
✔Values guide your organization’s members in performing their
work.
✔They answer the question --“What are the basic beliefs
that we share as an organization?”
✔Adherence to the organization’s values, “walking the
talk”, fosters individual and organizational integrity.

13. EXERCISE FOR
VISION MISSION
What is the problem(s)
What is the purpose of your organization?
What business are you in? What do you do
to fulfill your purpose?
For whom do you do this work? Who is
your target population, your audience,
your market?
Where do you do your work? What are
your geographic boundaries?

14. DIFFERENCE BETWEEN VISION AND MISSION
SR# Description Vision Mission
1 Definition • An overarching statement of the way an
organization wants to be; an ideal state
of being at a future point.
• It defines WHERE an organization
wants to be.
• An organization’s purpose.
• It defines what the organization
DOES, WHOM it does it for;
and HOW it does what it does.
2 Purpose The purpose is to INSPIRE and to be the
emotional driver toward the organization
The purpose is to INFORM what the
organization does.
3 Questions to
answer when
developing
the statement
• Where do we aim to be?
• What will we be in the future?
What do we do today?
What business problem, human
need, or desire do our products and
services fulfill?
For whom do we do it?
How we do it? Why?
What makes us different?