Total Quality Management

MEE1015 Fall Semester 2020-2021

Module 1 Quality: Introductory Concepts

Dr Srinivasan Narayanan

srinivasan.narayanan@vit.ac.in, seenujgs@iitb.ac.in, seenujgs@gmail.com

Definition of Quality, Differing perspectives of quality by Design, Manufacturing, Service, etc.

Contributions of Deming, Juran and Crosby. Customer orientation and Customer satisfaction
measurement, Quality Control, Quality assurance and Total Quality Management definitions,
Employee involvement, Quality Awards.
Resources
Text Book
1. Dale S Besterfiled and Carol Besterfield (2002),Total Quality
Management, Prentice Hall,ISBN : 13: 978-0130993069.
Reference Books
1. Vincent K. Omachonu and Joel E. Rose (2005), Total Quality
Management, CRC Press.
2. L.S. Srinath (2005), Reliability Engineering Affiliated East West Press,
New Delhi.
Why this subject ?

 Mistakes in work processes

 Redundant process

 Duplicate efforts

 Unnecessary tasks

Concept created by Edwards Deming

Japan- after World war II-re-build economy

Why this subject ?

Ford Motor Company had operating losses of $3.3 billion

between 1980 and 1982.

Xerox market share dropped from 93% in 1971 to 40% in

1981.

Attention to quality was seen as a way to combat the

competition.
Company who have implemented

And there are other major TQM initiatives in India !!!

How it is evolved ? -TQM

 Four stages…..
1. QI

2. QC

3. QA

4. TQM

• TQM does not occur overnight.

• No quick remedies.
• Long time to inculcate techniques, practice,
emphasis into the culture
Quality Inspection (early days upto 1920’ s)

 In 1910- Ford Motor--- team of inspectors

 From production process to delivery

 Separated, scrapped, re-worked or sold as lower

quality

 Identifying non-conformities

 Just a process of accepting/ rejecting non-conformities

 End of pipe approach… end of justification

Quality Inspection (early days upto 1920’ s)

 More wastages

 It needed skilled operators

 No mechanism or effort to detect prevention

Quality control (1920’s to 1960’s)

 1924

 Supervised skills, written specifications, measurements

and standardization.

 Process performance data

 Quality planning

 Statistical tools

 Control instrumentation
Quality control (1920’s to 1960’s)

 Process was given more importance

 If you do right thing, you do get right products

 Instrumentations and statistical techniques were used

 Quality guru’s contributed lot towards this….

 QC gave confidence to the workers about product

quality ….. Then what is the problem ?

 External customers may not aware of the product’s

quality
Quality assurance (1970’s)

 Gives confidence that previous stages/process is in

order

 Comprehensive quality manuals, use of cost of quality,

development of process control, auditing of quality
systems

 Third party approvals system

 Documentation was given utmost importance.

 Assurance is necessary for stakeholders, who are

outside the premises
Quality assurance (1970’s)

 All the planned and systematic actions those are

necessary to provide confidence about the product
quality

 “Say what you do, do what you said”

Quality assurance (1970’s)

 Share holders, customers, general public should be

made aware of the type of quality work that is going on
in an organization.

 This is essential to win their confidence.

 Every single process is registered with few details.

 Who should do it, how it should be done, what are all

the probable errors that may come in, etc….
Quality assurance (1970’s)

 Quality management (1980’s)

1. The aspect of overall management functions

that determines and implements their quality policies

2. Taguchi system, parameter and tolerance designs DOE,

OA, ANNOVA

3. Prestigious Award In Quality

1. The Malcom baldridge national quality
award… usa… measure of TQM
2. Deming award …Japanese … the highest
award for quality at global level
And now
finally we have
TQM ..……
TQM (1990’s to till)
 Philosophy that involves everyone in an organization in
a continual effort to improve quality and achieve
customer satisfaction

 Integrated organizational effort designed to improve

quality of processes at every business level
TQM (1990’s to till)
 In all business activities, Principles of quality
management in all stage, level, department

 From 1950

 American experts Dr Edward Deming, Dr Joseph

Juran and Philip Crosby

 Hence the goal of TQM is “do things right the first time
and everytime”

 Implementation of TQM requires a paradigm shift in

many facets of organization’s functioning
Definition of TQM
 It is a management strategy aimed at embedding
awareness of quality in all organizational processes.

 TQM requires that the company maintain this quality

standard in all aspects of business.

 It is an enhancement to the traditional way of doing

business.

 This concept guarantee survival in world-class

competition.

 It is customer oriented management philosophy and

strategy
PILLARS OF TQM

1. Problem solving
discipline

2. Interpersonal skills

3. Team work

4. Quality improvement
PILLARS OF TQM

1. TQM is used to improve the whole organization

stepwise, structured and systematically according to
hardwork, discipline, intensive training and consistent
implementation of technique and resources.

2. These quality principles form the foundation of TQM.

Basic approach of TQM
1. A committed and involved management to provide long-
term-top-to-bottom organizational support

2. An unwavering focus on the customer, both internally

and externally

3. Effective involvement and utilization of the entire work

force

4. Continuous improvement and utilization of the business

and production process

5. Treating suppliers as partners

6. Establish performance measures for the processes

What can be challenging for TQM ??

 Top management commitment

 Changing organization culture

 Improper planning

 Continuous training and education

 Organization structure and departments

 Empowerment and teamwork

What if you overcome this ??

 Improved quality

 Employee participation

 Team work

 Customer satisfaction

 Profitability

 Market share
Potential benefits of TQM

Tangible benefits Intangible benefits

Improved product quality Improved employee participation
Improved productivity Improved team work
Reduced quality costs Improved working relationship
Increased market and customers Improved customer satisfaction
Increased profitability Improved communication
Reduced employee grievances Enhanced job interest
Enhanced problem solving capacity
Better company image
What if you overcome this ?? – Benefits

 Deming award for quality – TQM case study of

Sundaram Clayton

 Japanese instituted a quality award in the name of

Deming in 1951.

 This award is given to companies across the globe who

excel in quality.
Let us discuss NOKIA

 Finnish company, Nokianvirta river

 Telecommunication technologies

 In 1865- Fredrik Idestam,

 In 1967- Nokia Corporation

Courtesy of Nokia

8 Sirocco
Let us discuss NOKIA

 Robust physical interface design

 Small portable device

 Nokia took too long to embrace the smartphone

revolution

 These become obsolete --- touch screen

 These days NOKIA is just part of Microsoft family

Definition of quality

 Perceived differently by different people.

 Good quality for one individual , bad for others.

 Quality is conforming to specifications

 TOTAL-made up of whole or complete,

 Quality- degree of excellence a product or service
provides to the customer in present and future.
 Management- act, art or manner of handling,
controlling, directing
Hence TQM is art of managing the whole to achieve
excellence.
History of quality

 The history of quality is as old as stone age

 Dates back when human race wanted to replicate an

object

 From stone age to modern quality control

 It has been evolved …. Since very long time… so called

…..contributions from QUALITY GURUS
Definition of quality

 What strikes in your mind if we say Quality ?

 Excellent product or services that fulfils or exceeds our

espectation.

 Plain steel washer vs chrome plated steel

 When product surpasses our expectations we consider

that quality.

 Intangible based on perception

Quality
• It is the degree to which a set of inherent characteristics fulfills the
requirements.
• Degree means that quality can be used with adjectives like poor,
good, and excellent.
• Inherent is defined as existing in something, especially as a
permanent characteristics.
• Characteristics can be quantitative or qualitative
• Requirement is a need or expectation that is stated; generally
implied by the organization, its customers, and other interested
parties. Or obligatory.

Quality can be quantified as Q = P / E

where Q = Quality,
P = Performance and
E = Expectation If Q is greater than 1, customer has
a good feeling about the product
The Dimensions of Quality

DIMENSION MEANING
Performance Primary product characteristics
Features Secondary characteristics
Conformance Meeting specifications or industry standards
Reliability Consistency of performance over time
Durability Useful life
Service Resolution of problems and complaints
Response Human-to-human interface
Aesthetics Sensory characteristics
Reputation Past performance and other intangibles

 Though there are nine dimensions, these are independent.

 A product that excel in one dimension may perform poor in another.

Why quality?

Reasons for quality becoming a cardinal priority for most

organizations:
• Competition – Today’s market demand high quality products at low
cost. Having `high quality’ reputation is not enough! Internal cost of
maintaining the reputation should be less.
• Changing customer – The new customer is not only commanding
priority based on volume but is more demanding about the “quality
system.”
• Changing product mix – The shift from low volume, high price to
high volume, low price have resulted in a need to reduce the internal
cost of poor quality.
Why Quality?

• Product complexity – As systems have become more complex, the

reliability requirements for suppliers of components have become
more stringent.
• Higher levels of customer satisfaction – Higher customers
expectations are getting spawned by increasing competition.

Relatively simpler approaches to quality viz. product inspection for

quality control and incorporation of internal cost of poor quality into
the selling price, might not work for today’s complex market
environment.
Need for Quality?

• Higher levels of customer satisfaction

• Higher customers expectations are getting spawned by increasing

competition.

• It will increase the demand of our product

Quality-Different people?
• The totality of features and characteristics of a product or service that
bears on its ability to satisfy given needs.

• Quality is customer satisfaction,”

• Quality is Fitness for Use.”- JURAN

• Quality is conformance to requirement – CROSBY

• Quality is a predictable degree of uniformity and dependability , at low

cost – DEMING

• Quality is in its essence, way of managing the organization-

FEIGENBAUM
Dimensions of manufacturing quality

• Performance--Primary product functions such as clarity of

voice received in Mobile phone, Radio.
• Conformance--Meeting the speciation of the customer or
Industry standards, workmanship.
• Durability --Lifetime of the products, which include
repairs.
• Responsiveness-- Human to Human interface, such as the
courtesy of the dealer These dimensions were proposed to
facilitate strategic quality analysis by breaking down the
word quality into manageable parts so that the
management can dene the quality niches in which to
complete.
Dimensions of manufacturing quality

• Features--Added functions (secondary functions) to a product

such as recording system in a television set.

• Reliability--The probability of a product performing its

intended duty under stated conditions without failure for a
given period of time.

• Serviceability--speed, courtesy, competence and ease of repair

• Aesthetics --The external nish given to a product to attract the

customer
Dimensions of service quality
• Reliability--: it refers to the dependability of the service providers and their
ability to keep their promises

• Responsiveness--it refers to the reaction time of the service

• Assurance--it refers to the level of certainty a customer has regarding the

quality of the service provided.

• Empathy--empathy is being able to understand the needs of the customer as

an individual and meet the special requirements of the customers

• Tangibles--

• Other dimensions
The Quality Gurus
• Quality has been evolving for decades. The contribution of American quality
gurus to this evolution is quite impressive.

• Initially experimented successfully in Japan by American quality gurus.

• Quality Gurus
• Individuals who have been identified as making a significant contribution to
improving the quality of goods and services.
• Walter A. Shewhart (control chart theory with control limits, assignable
caus eof variation )
• W. Edwards Deming (SPC, 14 points for managing TQM)
• Joseph M. Juran (Juran Triology, QP, QC, QI)
• Armand Feigenbaum (customer satisfaction, genuine management
involvement, employee involvement, first-line supervision leadership)
• Philip Crosby (Quality is conformance to requirements)
• Genichi Taguchi (quality loss function: cost, target, variation into one
metric)
• Kaoru Ishikawa
Walter Shewhart (1891-1967)
• He developed control chart theory with control limits.
• Rational subgroups, assignable and chance causes of variation
• Rational subgrouping is the process of organizing data
into groups of items that were produced under similar
conditions in order to measure the variation between the
subgroups instead of between individual data points

It is used to determine if a
manufacturing or business process is
in a state of control.

•The control chart is one of the seven

basic tools of quality control.
Walter Shewhart (1891-1967)
• PDSA cycle for learning and improvement

• Western electric and Bell laboratories --- under AT&T.

Dr Genichi Taguchi (Mechanical Engineer)
• Developed loss function concept
• Cost, target, and variation into one metric
• Signal to noise ratio (Larger is better, nominal is the best,
smaller is better)
Dr Edwards Deming
• Doctorate in mathematical physics, senior quality guru
• 14 points, PDCA cycle, 7 deadly diseases of management,
system of profound knowledge.

Ronald Fisher
• He is not known as quality guru.
• He created solid foundation of statistical methods
• DOE, ANOVA in 1930s.
Dr Armand Feigenbaum
• TQC is necessary to achieve productivity, market
penetration, competitive advantage

• Quality starts from customer’s requirement and ends with

a product in the hands of satisfied customer.

• Customer satisfaction, employee involvement, genuine

management involvement
Dr Joseph Juran
 Juran traveled to Japan to teach quality
management.

 Planning, control and improvement

(Juran triology) to control quality
Dr Joseph Juran
Quality planning– the process for preparing to meet
quality goals

Q. Control-the process for meeting quality goals during

operations

Q. Improvements- the process for breaking through to

unprecedented levels of performance


Phillip B Crosby
• Doing it right the first time-is less
expensive than corrective actions
Dr Kaoru Ishikawa
• Studied under Juran and Deming
• Cause and effect diagram
• Quality circle concept in Japan
• Borrowed and adapted it for Japanese
TQM framework

Taken from TQM by Besterfield

Elements of TQM
• TQM is application of number of activities with perfect
synergy.

Taken from TQM by Subburaj Ramasamy

The Deming philosophy

14 points for management:

• Create consistency of purpose towards improvement of product and service

publish to all employees a statement of the aims and purposes of the company.
The management must demonstrate their commitment to this statement. the aim to
become competitive and to stay in business

• Learn the new philosophy: we are in a new economic age

• Cease the dependence on inspection to achieve quality to reduce the cost and
improve the processes eliminate the need for inspection on a mass basis by
building quality into the product in the first place

• End the practice of awarding business on the basis of price tag alone: instead,
minimize total cost

• Improve constantly and forever the system of production and service: to

improve the quality and productivity
The Deming philosophy
• Institute training on the job

• Adopt and institute leadership: the aim of the supervision should be to help

people and machines and gadgets to do a better job. Deming urges that the senior

employees must conduct themselves as leaders rather than managers.

Leader Manager
Proactive Reactive
Coaches Finds fault
Understand process Does not care to understand
Moves around Sits in his chair
Improves process Maintain process
Communicates frequently Communicate rarely
Seeks suggestions Questions
The Deming philosophy
• Drive out fear: so that every one may work effectively for the company

• Break down barriers between departments: should combine and work

• Eliminate slogans, exhortation, and targets for the work force :which asks
for zero defect and new level of productivity

• Eliminate work standards on the factory floors: eliminate management by

numbers

• Remove barriers to pride of workmanship: the responsibility of supervisors

must be changed from sheer numbers to quality

• Institute a vigorous program of education and self improvement

• Accomplish the transformation

PDCA cycle or Deming cycle
Dr Deming encouraged a systematic approach to
problem solving and promoted the widely the Plan, Do,
Check, Act cycle

It is an universal improvement methodology, the idea is

to constantly improve and thereby reduce difference
between the requirements of the customer and
performance of the process.

The cycle is about learning and ongoing improvement,

learning what works and what does not in a systematic
way, and the cycle repeats….
PDCA cycle or Deming cycle
7 deadly diseases – Deming’s
Lack of purpose–

Short term profits—

Merit rating performance

Mobility of management

Running a company only for visible figures (counting the

money)

Higher medical costs

7 deadly diseases – Deming’s
Cost of warranty
Juran’s theory
• Juran defines quality as fitness for use which stresses the

reliability of a product or service for users.

• Build awareness of need and opportunity for improvement

• Set goals for improvement

• Organize to reach the goals (establish quality council, identify

problems, select projects, appoint teams, designate facilitators)

• Provide training

• Report progress

• Give recognition
Juran’s Triology

Q. Planning Q. Control Q. Improvement

Establish Q.goals Choose control Prove the need for
subjects improvement
Identify customers Choose the unit of Identify specific
measure projects for
improvement
Discover customer Set goals Organize project
needs teams
Develop product Create sensor Diagnose the causes
features
Develop process Measure actual Provide remedies,
features difference provide that the
remedies are
effective
Establish process Take action on the Deal with resistance
controls difference to change
Transfer to Provide for control
operations to hold gains
Juran’s Triology (the end result of Juran’s triology
processes)

Triology process End results

Quality planning: the process for A process capable of meeting
preparing to meet quality goals quality goals under operating
conditions
Quality planning: the process for Conduct of operations in
preparing quality goals during accordance with the quality plans
operations
Quality improvement: the process Conduct of operations at levels of
for breaking through to quality distinctly superior to
unprecedented level of planning performance
performance
Juran’s theory
• Communicate results

• Keep score
• Maintain momentum by making annual improvement
part of the regular systems and process of the company
Juran’s theory
• Quality level increases, when the number of defects in the
product or services reduces.
• Figure indicates that 100 % quality is expensive
• TQC = sum of both
Juran ‘s classical model of optimum quality costs

• The cost of non conformance

as quality level improves

• Non conformance - failure

• The lowest tip is the optimal cost

• Total quality cost –TQC

• Feeling that we must put up with some

0 100
defect
100% 100%
defective good
Quality statements
• It is part of strategic planning process.

• Once it is done, rarely reviewed and updated.

• Quality statements are established by a quality council to

provide overall direction for achieving the total quality culture.

• Vision statement

• Mission statement

• Quality policy statement

Vision statement

• The vision statement is a short declaration of what on

organization aspires to be tomorrow.

• It can be ideal state, never be achieved, but continually

strive to achieve.

• To be a world-class enterprise in professional electronics.

Bharat electronics
Vision statement
• L&T shall be a professionally managed Indian multinational,
committed to total customer satisfaction and enhancing
shareholder value.

• L&T shall be an innovative, entrepreneurial and empowered

team constantly creating value and attaining global
benchmarks.

• L&T shall foster culture of caring, trust and continuous

learning while meeting expectations of employees, stake
holders and society

LARSON & TOUBRO

Mission statement
• It has to answer the following questions
• who we are ?
• who are the customers ?
• what we do ?
• how we do it ?

• This statement us usually one paragraph or less in length,

easy to understand, describes the function of the
organization.

• It provides a clear statement of purpose for employees,

customers and suppliers.
Mission statement
• Ford motor company is a worldwide leader in automatic
and automatic-related products and services as well as the
newer industries such as aerospace, communications and
financial services. Our mission is to improve continually
our products and services to meet our customers neesds,
allowing us to prosper as a business and to provide a
reasonable return to our shareholders, the owner of our
business

FORD MOTOR COMPANY

Quality policy statement
• It is a guide for everyone in the organization as to how they should
provide products and service to the customers.

• It should be written by the CEO with feedback from the work force
and be approved by the quality council.

• It is used as a guide to managerial action

• Xerox is a quality company. Quality is the basic business principle

for Xerox. Quality means providing our external and internal
customers with innovative products and services that fully satisfy
their requirements. Quality is the job of every employee. -----
XEROX CORPORATION
Quality policy statement
• Tata motors is committed to maximizing customer
satisfaction and strives to achieve the goal of excellence,
by continual improvement, through ongoing design and
development, manufacture and sale of reliable, safe, cost-
effective, quality products and services of international
standards, using environmentally sustainable technologies,
for improving levels of efficiency and productivity within
its plants and ancillaries.

• Tata Motors also has commitment towards improving the

quality of life of its employees, both within and outside its
plants and offices through improved work practices and
social welfare schemes.
• ----- TATA MOTORS RATAN N TATA CHAIRMAN
Customer satisfaction

• The most important asset of any organization is its customers.

• Its success depend on how many customers, how much they buy,
how often they buy.

• Satisfied customers help business to grow.

• Customers satisfaction must be the primary goal of any

organization

• Customer satisfaction is hard to measure, it is subjective, errors

can occur when customer satisfaction evaluation or feedback is
simplified too much if anyone wants to quantify
Customer satisfaction
• Customer is always right- in Japan customer is “King”
• Customer expectations constantly changing
• Delighting customers (Kano model), translating needs into
requirements
The Kano model
Translating needs into requirements
It is a theory for product development and customer satisfaction.
 In 1980 by Prof Noriaki Kano

The first area of customer satisfaction represented by diagonal

line, represents explicit requirements. These include written,
verbal requirements, and are easily identified, expected to be
met and typically performance related. Satisfying customer
would be relatively simple if these were the only requirements.
The Kano model
Easily identified

Exciters Typically performance

Quickly become expected related

Spoken and expected

Innovations
requirements

Unspoken but expected requirements

Obvious to casual observer

Known only to experienced users and

designers

Typically rediscovered during analysis of

lessons learned
The Kano model
The second area of customer satisfaction represents
innovations as shown in Figure (curved line). A customers
written instructions are often purposefully vague to avoid
stifling new ideas during conceptualization and product
definition. Because they are unexpected. These creative
ideas often excite and delight the customer. These ideas
quickly become expected.

The third and most significant area of customer satisfaction

represents unstated or unspoken requirements. They may
indeed be unaware of these requirements, or they may
assume that such requirements will be automatically
supplied.
The Kano model
Basic specification often fail to take real-world
manufacturing requirements into account, many merely to
satisfy industry standards or past practice. These implied
requirements are the hardest to define but to prove very
costly if ignored. They may be rediscovered during an
after the fact analysis of lessons learned.

Just meeting a customer’s needs is not enough; the

organization must exceed the customers needs----- voice
of the customers….

Let us see in next

Voice of the customer
Customer satisfaction
• TQM implies an organizational obsession with meeting or
exceeding customer expectations so that they are delighted.

• The most successful TQM begin by defining quality from

customer’s perspective.

Company offer
Customer wants
Customer satisfaction
• Who are the customers:

-the most important people in the business

-not dependent on the organization

-Life blood of the business

A customer is anyone who receives or is affected by the product or process

• Types of customers:
1. Internal customer
2. External customer
Customer satisfaction

• Internal customer: The customers inside the company are called

internal customers (members of the company that produces the
product. Quality department receives product from manufacturing
dept.)

• External customer: The customers outside the company are called

external customers
Customer satisfaction

Types of external customer: Purchaser: someone who buys the

product for himself Eg: any one who purchases food for
their family. End user/ultimate customer: some one who finally
benefits from the product -eg: the patient who goes to health care
facilities for diagnostic testing. Merchants: people who purchase
products for reseller, whole sellers, distributors, travel agent, brokers
Customer retention

This is more powerful and effective than customer satisfaction.

Customer satisfaction surveys, focus groups, interviews,

observations, can help to determine what customers think of a
service or a product.

Customer retention moves customer satisfaction to the next level

by determining what is truly important to the customer.
A famous quote on customer

Mahatma Gandhi
Feedback
• Continually solicited and monitored

• They change their minds, expectations, suppliers

• It is not a single time effort, it is on-going and active

probing of customers mind

• To discover customer dissatisfaction

• To Discover relative priorities of quality
• To compare performance with the competitor
• To determine opportunities for improvement
Feedback
• Listening to voice of customers can be done by the
following ways
1. Comment card
2. Customer questionnaire
3. Toll free telephone numbers
4. Report card
5. Employee feedback
6. Focus groups
7. Social media

Good experience are told to 6 people while bad experience

are repeated to 15 people
Feedback- comment card
• A low cost method of obtaining feedback from customers
involves a comment card which can be attached to the
warranty card and included with the product at the time of
purchase.
• The purpose is to get simple information, name, age,
occupation
• But little motivation or incentive for buyers to respond this
type of card.
• Even that response may not provide true measure of
feedback or customers feelings
• Feedback generally if something is very good or very bad
has happened.
Feedback- comment card
• In hospitality industry, comment card is used.

• Restaurant and hotel provides free meals or hotel stays if

customers is able to highlight or rectify poor experience.

• The above said measurement can generate significant

customer loyalty provided the organization also fixes the
problem.
Employee involvement- Maslow Hierarchy
• To improve quality and productivity
• Employee involvement is not a replacement for
management, nor is it the final word in quality
improvement.

Courtesy of Google images

Employee involvement-Herzberg two factor theory
• Frederick Herzberg extended work of Maslow by using empirical
research to develop his theory
• He found that people were motivated by recognition, responsibility,
achievement, advancement and the work.
• These factor are called as motivators (intrinsic in nature)
• Bad feelings, dissatisfiers – low salary, less fringe benefits, poor
working conditions, ill-defined organizational policies, etc
• Dissatisfiers are preventable (extrinsic in nature)

Courtesy of Google images

Employee wants
• Management of organization thinks that good pay is the number one
want of their employee.

• But the survey results shows the otherwise.

• This factor is usually in the middle of ranking.

• Employee wants tend to follow Maslow and Herzberg.

A famous quote on employee

Clients do not come first. Employees come first. If

you take care of your employees, they will take
care of the clients

Richard Branson

How you Treat your Employees will determine the FATE of

your company!

Refer linkedin page

https://www.linkedin.com/pulse/how-you-treat-your-
employees-determine-fate-company-brigette-hyacinth/
Achieving a motivated workforce
Building of motivated workforce is must
An organization must create environment for individuals to motivate
themselves.
1. Know yourself - (Strength and weakness)
2. Know your employees – (Manager learns about employee to utilize
strength)
3. Establish a positive attitude –(to lead to positive actions, be
conservative )
4. Share the goals – (motivated force very well defined goals)
5. Monitor progress– (a clear road map embedded with goal-setting, with
perodic milestone and individual assignments )
6. Develop interesting work– (job rotation, job enlargement, job
enrichment, no to monotonous job )
7. Communicate effectively—()
8. Celebrate success– (recognizing employee achievements and rewards )
Employee loyalty

1. Use a Likert Scale anis the most

Using a scale of agreement (or Likert Scale), a survey can

express quantitative measurements of your employee
engagement. Often times, gathering open-ended comments
along with numerical, scale data yields a rich source of
inexpensive opportunities to make employees happy.
2. Gather compliments

By gathering compliments in addition to concerns, companies can find

out if their engagement efforts make a meaningful, lasting contribution to
employees. Consider the following anonymous compliment and
complaint printed verbatim: “My manager is very proactive in discussing
my abilities and goals with me and we arrive at a goal together; one that
is realistic and achievable.” “I bothers me that our customers get better
benefits with their accounts than we do as employees. Everybody makes
a mistake once in a while with their accounts; it’s unbelievable that an
employee gets two overdraft reversals in a lifetime.”
3 want
03. Help employees see the big picture

fHelp your employees to see the big picture, how they contribute to a functioning whole. o

outward facing employees serve a customer, supervisors must serve and empower retail

presidents who must serve and empower vice presidents.

faster during good times. It truly

waiting for those who

4. Use secret shoppers

Use secret shoppers not just to grade service delivery but also to measure front-facing

processes. Is it simple for customers to do business with you? Chances are your secret shoppers

can find process gaps and that retail employees know how to solve the issue. Empowering

employees to provide first-class service delivery will make employees feel like they are being

helpful.

5. Close training gaps

Make sure there are no major training gaps in your organization. Training should be up-to-

date. Make sure employees know about training opportunities. Some sophisticated organization

have a Learning Management System in place to measure training and results.

6. Mentoring program

Train and encourage seasoned employees to be mentors. A mentoring program can facilitate

dynamic skill growth throughout an organization. Informal learning can be as important as

formal learning programs.

7. Promote team building

Encourage team building activities among employee groups. Team building activities don’t have

expensive. Inexpensive ideas for trust building activities are available through a simple web sear

8. Build a supportive environment before addressing compensation complaints

Sometimes dissatisfaction with wages merits investigation. But often, dissatisfaction with

wages and benefits masks problems that relate back to acceptance by a team or manager.

Often employees voice any problem in terms of a compensation issue. Employees may need
9. Don’t be afraid to tell them the truth
Respect your employees through degrees of transparency. Communicate how your business is
really doing at least quarterly or semi-annually. Give your employees confidence in the future
and information to understand shifts in corporate policy due to your economic or competitive
environment.

10. Retrain or get rid of bad managers

One bad manager can pollute multiple layers of an organization. Your most talented employees
will be the first ones to leave in the face of poor management. I have seen situations where poor
managers bring down the morale of employees, which in turn spills over to the engagement level
of customers and ultimately reflects poorly in that group’s performance and profits.

11. Recognize employee contributions

Recognition from a supervisor at least two ranks above an employee makes a meaningful,
engaging difference in employee morale.
Exercises
How did you implement TQM concept in hospitals and higher
education institutes ?

Explain how will you form/write a quality statements for your

startup company ?
Keywords you should remember
1. Quality
2. Product
3. Goods
4. Services
5. Product features
6. Customer
7. Dimensions of quality
8. Vision statement
9. Mission statement
10.Quality policy statement
11.Quality gurus and their unique contribution
I learn along with you!
Let us do it together!!

Thank you !!!!