Quality Culture

Technology & culture

To become superior in quality, must pursue two cause of action
Develop technologies to create products and processes which meets customers

need
Stimulate a culture throughout the organisation and continually views quality as a

primary goal
Quality culture is the pattern of human habit, beliefs, and behaviour concerning quality.

Technology touches the head ; culture touches the heart

Quality problem are mostly management controllable Culture issues apply to all levels upper management, middle management,

supervisors, technical specialist, business specialist and the workforce. For effective Quality culture, motivation is the key to success
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Theories of motivation
Moslows hierarchy of human need
Moslows list of human need Physiological needs: i.e. need for food, shelter, basic survival. In an industrial economy ,this translate into minimum subsistence earning

Usual form of quality motivation

Opportunity to increase earning by bonus for good work

Safety Need : Need to remain employed at that time Belongingness &love need :i.e. the need to belong to a group and be accepted Esteem Need : i.e. need for self respect and for the respect of others Self actualization: i.e. the urge for creativity for self expression

Job security :e.g. quality makes sales; sales makes job Appeal to the employee as a member of the team he or she must not let the team down

Appeal to pride of workmanship, to achieving a good score .Recognition through rewards, publicity, etc Opportunity to propose creative ideas , to participate in creative

Herzberg Theory -Job Dissatisfaction and satisfaction Job dissatisfaction is the result of specific dislikes- the pay is low, working condition are poor, the boss is unpleasant. Job satisfaction depends on what the worker dose. Satisfaction comes from doing motivation from such factors as job challenges, opportunities for creativity, identification with group, responsibility and planning.

Douglas McGregor-Theory X & Theory Y McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. Under theory X, the modern worker has become lazy, uncooperative Under theory Y, there has been no change in human nature. What has changed is the way in which work has been organised

Quality culture bring change

Kilmann suggest five track necessary for change Culture, management skills, team building, strategy structure and the reward system Peters and waterman 7s factor of change Shared values, strategy, systems, staffing , style, structure, and skills Differences in the quality culture can have extreme illustration Negative quality culture Ex Pudumjee paper Industry (Chinchwad, Pune) Positive quality culture Ex BGPL (Bhigwan, Pune) Culture can be change We need to provide Awareness of quality Upper management leadership, self development, and empowerment. Participation Recognition and reward

Create and maintain awareness of quality

To ensure action on quality a starting point is to create and disseminate

information on the current status of the quality

To create awareness we need to present information in different languages for

different population in an organisation e.g. Ritz Carlton

Upper management Language of money Middle management Bilingual Lower management
Language of product

How to maintain awareness of quality ? The message of quality must be sustained through contentious reinforcement Quality measurement e.g. Cargil Corn Milling Units of measures must be carefully defined to inspire a positive priority for quality Report and quality can be highly effective Use poster and other media to improve quality Techniques include quality newsletter ,quality items on all meeting agendas, announcement on quality by key executive, company conferences on quality, and interest arousers

Ideas for maintaining a focus on quality can never be substitute for real action by management
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Provide evidence for management leadership

Management commitment is necessary but not sufficient Single most important element is management leadership on quality with the

evidence to prove it

Eight key task for the good leadership

Establish and serve on a quality council Establish quality circle Establish and deploy quality goals Provide the resources Provide problem oriented training Serve on upper management quality improvement teams Stimulate improvement Provide reward and recognition

Management Styles When an upper management spend time on these activities, it provide the evidence leadership that inspire others to do their share e.g. LOreal Safety stop Some upper management group lead quality training Form quality improvement team Managemet Style
100 90 80 70 60 50 40 30 20 10 0

Provide for Self-Development and Empowerment

Every individual plays either of the three roles in an

organization.
Supplier

Customer Satisfaction Feedback loop

Outpu t Requir ement s SupplierProducer processing system

Match ?

Input Requi reme nts Customeruser processing system

Individual

Processor

Customer

Input (Resource)

Outputs

Each stage is a supplier to subsequent stages and also a customer of previous stages
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The Taylor System

Introduced by Frederick W. Taylor, a mechanical

engineer . Basic problem as identified by Taylor : The supervisors and workers of his time lacked the education needed to make important decisions. Taylors Remedy: EngineersSeparation of Planning and Execution Planning Specialists
Supervisors Execution Workers

Increase in Productivity!

Taylor System
Due to rise in education levels, the basic premise

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of Taylor System has been rendered obsolete. Both a philosophy of Management and an approach to Worker Motivation. Applied to both manufacturing and service industries. Focuses on rigid definition and specialization of work at an individual levels Drawbacks like lack of criticality of the workers role; monotony of work; inadequate feedback to workers; little opportunity for workers to participate in quality improvement projects

Self-Control
Concept of self-control:
Knowledge of work Feedback on performance Means to regulate their work if they are failing to

meet the goals

Importance of self-control:

It is a pre-requisite to using behavioral approaches to motivate employees

Job Designs place a greater degree of self control on the workers.
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Job Design
Job Characteristics Five Characteristics as

described by
Skill Variety Task Identity

Hackman and Oldham ( 1980 )

Task Significance

Autonomy
Feedback

Self- Managing Team- A special form of Job

enlargement
Each worker is trained to have a variety of skills
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The team is given formal authority to execute

certain job-planning and supervisory tasks

 Empowerment- A process of delegating

decision-making authority to lower levels within the organization. Involves additional training. E.g. self- managing teams
Upper Management: Coaches and Mentors Middle Management: Integrate all parts of the organization Work Force: Identify the best possible way to get the work done
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Participation Means of inspiring action

Word Total in TQM emphasize the involvement of everyone for quality

management right from top management to first line supervisors and the work force
By participating in quality activities people acquire new knowledge, see

the benefits of quality discipline and achieve a sense of accomplishment by solving problems
Participation at all level is decisive in inspiring action on quality

Good quality control involving everyone leads to a better return to all

stakeholders

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Provide Recognition and Reward

Recognition is public acknowledgement of superior performance of

specific activities while Rewards are benefits which are conferred for generally superior performance against goals
Such expression of esteem play an important role in inspiring people on

quality
Recognition through public acknowledgement of superior activity can be

provided at several level-individual ,team or business unit level

People get a positive feeling when
There job has been designed to focus on self development
They are given opportunities to participate in planning and decision making

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Forms of Recognition
Range from simple verbal message to modest or token award

Token award may be tangible ( e.g. saving bond, dinner etc. ) or

intangible ( letter of praise, sending an employee to seminar etc.)

Recognition must fit the local culture

Sometimes programmes for recognition is more useful than monetary

award as people feel that the decision for reward takes a very long time and the award was too low

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Forms of Rewards
Reward for quality related activities are increasingly becoming part of

the annual performance evaluation of middle managers, specialists and first line supervisors
Forms of rewards include changes in base pay, incentives , skill- based

wages , a bonus, and stock plans

Meeting the current year goal takes a precedence over the quality

improvement initiative and this is the biggest weakness of quality managers

Reward system should be formed so as to inspire the manager to make

breakthrough to improved quality level

Adequate resources in the form of infrastructure and training must be

provided for quality improvement

Example : Texas Instruments

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Thank You

From Books to You

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