1. Quality Management
of HRD
Presented by:
Shabana Batool

2. TQM
 Feignbaum (1957) provided first definition
of TQM,
“an effective system for integrating the
quality development, quality maintenance
and quality improvement efforts of the
various groups in an organization so as to
enable production and service at the most
economical levels which allow for full
customer satisfaction”

3. Deming’s Fourteen Points- HRD
Perspective
6. Institute training on the job
7. Institute leadership
8. Drive out Fear
9. Break down barriers between
departments
10. Eliminate slogans, exhortations,
and targets for the workforce.

4. 11. Eliminate arbitrary work
standards and numerical quotas.
Substitute leadership.
12. Remove barriers that rob people
of their right to pride of
workmanship.
13. Institute a vigorous program of
education and self-improvement.

5. Juran’s 10 steps to Quality
Improvement (HRD Perspective)
 1- Build awareness of the need and
opportunity for improvement– this
requires leadership
 2- set specific goals for the continuous
improvement of quality in all activities

6.  3- Organize to reach the goals such as
-establish quality council
-identify problems
-select projects
-appoint teams
-designate facilitators
 4- provide training to ensure that all
employees understand their role in quality
improvement

7. The Total Quality Principles in 1990s
Binney (1992) developed following total
quality principles:
 Focus on customers
 Improve processes
 Establish fact based management
 Unlock people potential

8. Smith and Lewis (1997)
Four fundamental principles of TQM are:
 Customer satisfaction
 Continuous improvements
 Speaking with facts
 Respect for people

9. Quality Awards
 The Deming Prize established in Japan, 1962
 Baldrige National Quality Award in US, 1987
 European Quality Award in 1992, under
European Foundation for Quality Management
(EFQM)

10. TQM and HRD
 TQM featured concepts such as continuous
improvement and continuous learning.
for example; a strong undercurrent of quality
thinking running through the establishment of
corporate universities at companies such as
Motorola and Unipart.

11.  TQM reflects a perceived need to generate
a more customer responsive, quality
oriented, flexible workforce.
 Developing team building skills, customer
communications, problem solving skills,
empowerment and management style
assumes great importance.

12.  HRD professionals can play their role in
helping to ensure that individuals have the
necessary skills to engage in the type of
problem solving and solution seeking
activities associated with continuous
improvements.

13. HRD agenda arising out of TQM
It should include the following:
 Seizing the opportunity to become better
informed about TQM
 Appropriate positioning of HRD function
to play an active role in the development
of TQM initiatives
 Acquiring the consultancy and internal
change agents skills required to contribute
to TQM process

14.  Developing a detailed understanding of
facilitation skills for both team building
and problem solving activities
 Providing managers with the education and
training they need to engineer a
fundamental shift in the ‘way things are
done’
 Identifying and developing the
organizational competences needed to
sustain customer-responsive, quality
oriented service.

15. Pakistan Institute of Quality Control
Leading Institute in Pakistan providing
 professional education and Certifications
 training and corporate development in Quality
Control (QC), Quality Assurance (QA) and Total
Quality Management (TQM)
 Human Resource Management (HRM)
 Safety Health and Environment (HSE)

16. Conclusion
TQM is of enormous significance to the
enhancement of HRD because it pushes
learning issues to the forefront of organizational
agenda.