Total Quality Management

I nstructor: Hank Sobah

Quality Theory
Juran, Crosby, Deming
Total Quality Management
Key concepts
The Cost of Quality
Tools and Techniques
Benefits
Implementation
Whole operation
Involved

Quality strategy

Teamwork

Staff Empowerment

Customer Involvement

Supplier Involvement
Total Quality Management
Quality System

Quality Costing

Problem Solving

Quality Planning
Quality Assurance
Quality Control
Statistical Methods
Process Performance
Quality Standards
Error Detection

Rectification
Inspection
Company Wide Quality Control
Quality measured in all areas of the firm
The Cost of Quality
Elements (prevention, detection, appraisal, internal
and external failure, customer loyalty)
Kaizen TQM always involving everyone, always
going forward, a Way of Life.
Cost is related to not doing something
Not just a manufacturing initiative
Cost of Quality
The earlier in the process that quality is fixed
the lower the overall cost.
(obvious really isnt it!)
Prevention
Appraisal
External failure
Internal failure
Prevention
Internal failure
Appraisal
External failure
Quality Management Tools
Pareto principle 80/20
Visual presentation histograms, scatter diagrams,
control charts
Check sheets
SPC Statistical Process Control
Cause and effect diagrams Fishbone / Ishikawa
diagram
Stratification


Beyond Tools to TQM
Taguichi Quality Loss Function (QLF)
Quality circles
Kaizen
Company Wide Quality Control
Customer service
Quality of management
Quality of company
Quality of labour
Quality of Materials, techniques, equipment
TQM Implementation
Top level strategy with management support
Steering Group
Group based improvement (quality circles)
Continuous improvement (Kaizen)
Success recognized
Training, lots of it & continuously
Examples of formats MBNQA, ISO 9001 / BS 5750
Benefits
Shareholder wealth
Increased job satisfaction (by improved
communication and involvement, better training, pride
in work workmanship
Customer needs are better met
Improved supplier relationship
Corporate image improved
Longer term relationships customer value
Without TQM
Uninterested operators
Increased defects in products
Drop in labor efficiency
No quality consciousness (why bother?)
Increased absenteeism
Increased labor turnover

TQM Requires
Top management commitment
Continuous improvement
All aspects of the business
Long-term commitment

Eight attributes of quality
Performance
Features
Reliability
Serviceability
Durability
Conformance
Aesthetics
Perceived Quality
The difference between TQM and non TQM Companies
IBM in Ontario ordered a batch of components specifying an
SQL of 3 defective parts per 1000. When the parts arrived from
the Japanese manufacturer they were accompanied by a letter
which expressed their bewilderment at being asked to supply
defective parts as well as good ones. The letter explained that
they had found it difficult to manufacture the defective parts , but
indeed had. These 3 defective parts per 1000 had been
included and were wrapped separately for the convenience of
the customer.
Extra Slides
Ishikawa 4 Ms
Effect
Machines
Methods
Materials
Manpower
Lack of maintenance
Quality Circles
5-10 People usually drawn from the same operational area
Meet regularly during work time
Chaired by a deputy, or foreman
Use of SQC methods and problem solving techniques -
Brainstorming and goal orientation
Future problems - failure mode effects analysis
Opportunity for development both formal and through creativity
Management must act on recommendations from the group

Kaizen
KAIZEN is a Japanese word meaning gradual and orderly,
continuous improvement.
It is a business strategy involves everyone in an organisation
working together to make improvements 'without large capital
investments'.
KAIZEN is a culture of sustained continuous improvement
focusing on eliminating waste in all systems and processes of
an organisation.
KAIZEN strategy begins and ends with people. Involved
leadership guides people to continuously improve their ability to
meet expectations of high quality, low cost, and on-time
delivery.
Source: www.kaizen-institute.com
Kaizen The Wet Blanket Approach
I am too busy to study it
It's a good idea, but the timing is premature
It is not in the budget
Theory is different from practice
Isn't there something else for you to do ?
I think it doesn't match corporate policy
It isn't our business; let someone else think about it
Are you dissatisfied with your work ?
It's not improvement, it's common sense
I know the result, even if we don't do it
I will not be held accountable for it
Can't you think of a better idea ?

Source: www.kaizen-institute.com
Basic tips for Kaizen Activities
Discard conventional fixed ideas.
Think of how to do it, not why it cannot be done.
Do not make excuses. Start by questioning current practices.
Do not seek perfection. Do it right away even if for only 50% of
target.
Correct it right away, if you make a mistake.
Do not spend money for KAIZEN, use your wisdom.
Wisdom is brought out when faced with hardship.
Ask 'WHY?" five times and seek root causes.
Seek the wisdom of ten people rather than the knowledge of
one.
KAIZEN ideas are infinite.

Source: www.kaizen-institute.com
Pareto Diagrams
Class A Class B Class C Class 'n'
Causes of failure
Total
Number
of Problems
Class A factors are the 20% of recurring causes resulting in 80% of
all quality symptoms - these are critical and must be reduced.
Total Productive Maintenance
Prevention rather than cure
Seri - Sorting
Seiton - Orderliness
Seiso - Cleaning
Seiketsu - Cleanliness
Taguchi Methods
Approach pulls quality back to the design stage.
Recognizes quality as societal issue as well as an
organizational one.
Strong on process control
Prophets of Quality
Juran, Crosby, and Deming
All agree - it is management's responsibility to
establish a culture where commitment to quality is the
main focus
Mission of the organization must be clear to everyone,
Every management action must lead to fulfillment of
that mission.
Requires commitment from the top of the organization.
Effective communication, cooperation, and teamwork
throughout the organization are essential
Juran, Crosby and Deming
All agree
Customer-focused quality is a long-term process
that will not produce results overnight.
Long term improvements include reduced costs
and ability to anticipate and avoid problems
Dont view quality as improvement in final
products
Dont believe inspection/QC processes productive
or cost effective means of managing quality
Joseph Juran
It is most important that top management be
Quality-Minded. In the absences of sincere
manifestation of interest at the top, little
will happen below. 1945
Joseph Juran
Bell Engineer 1924, began working with Shewart and
Deming on SPC
Author of Western Electric Statistical Quality Control
Handbook and the Juran Quality Control Handbook
Strategic and Structured Quality Approach
Principal of the Vital Few and Trivial Many
Developed a course, MANAGING FOR QUALITY in
1940s and taught it for approximately 30 years to over
100,000 people in over 40 countries
Emphasized the role of management in quality.
By 1960s began teaching US the new quality ideas
coming out of Japan
Joseph Juran
Main Concepts:
Top Management Involvement
Pareto Principle
Need for widespread training in Quality
Definition of Quality as Fitness for Use
Project by project approach to Quality Improvement
SPC and Process Analysis
Cultural patterns root of resistance to change
Great need to communicate
Joseph Juran
Proposes a strategic and structured (i.e., project- by-
project) approach to achieving quality. His
concepts include:
1. the Spiral of Progress in Quality,
2. the Breakthrough Sequence,
3. the Project-by-Project Approach,
4. the Juran Trilogy, and
5. the principle of the Vital Few and Trivial Many
Juran Project by project approach
Two types of teams to analyze projects
the steering arm and the diagnostic arm
Projects and teams selected by management
Members required to develop skills in team
leadership, team participation and problem
solving tools.
All employees need to participate in the
improvement process
Jurans Journey
Process of analyzing problems is a journey
from symptom to cause
Emphasizes root cause removal
Symptom is indication that there is a
problem
Once the cause is discovered, the team
comes up with the solution
Jurans Trilogy
Systematic approach to carrying out Juran s
methodology for managing for quality.
Active leadership, starting at the top, is
essential
Consists of three interrelated quality-
oriented processes
quality planning,
quality control, and
quality improvement
Juran Trilogy Relevant Activites
Identifying customers,
Establishing measurements, and
Diagnosing causes.
Juran compares the activities of the trilogy
with those of financial operations. Money
is the language of management and, in his
terms, quality planning is analogous to
budgeting, quality control to cost control,
and quality improvement to cost reduction.
Philip Crosby
Quality cant be delegated. The who and
why must be understood by top management
before the what and how can be launched.

Quality is Free and Zero Defects
Phillip Crosby
Noted Quality Consultant, Lecturer and Author of many books
translated into over 10 languages
Author of QUALITY IS FREE, 1979 Best Seller
Recognized Business Philosopher, Innovator and Quality Guru
Philip Crosby Associates is worlds largest management consultant
and teaching firm
Promoted the concept of Zero Defects originally at Martin Marietta
where he worked 1960s
Quality attitude, commitment to quality performance, zero defects first
time every time
Defined Quality as CONFORMANCE TO REQUIREMENTS
Prevention rather than detection and correction
Phillip Crosby
Main Concepts:
Management must understand the issues and take
responsibility to improve
Management must remove barriers to quality
Must understand organization and process
capabilities
Management must continually measure quality by
measuring the cost of doing things wrong
Quality Pays and Pays Handsomely, Quality does
NOT cost more per conventional wisdom
Cost of Quality Analysis (COQ = Price of Non-
Conformance + Price of Conformance)
Phillip Crosby
Four Absolutes of Quality
Quality is Conformance to Requirements
Eliminate Errors before the Occur
Do it right the first time
The Measurement of Quality is the Price of Non-
Conformance
Six Cs of Quality Comprehension of Q,
Commitment to Q, Competence via education and
training, Communication, Correction (prevention
and performance) and Continuance
Quality Vaccine = Education, Determination and
Implementation
Phillip Crosby
Stressed the way to manage quality is by prevention, not
detection and testing.
Addresses the need to change perceptions and attitudes
about quality.
Avoid the common attitude that error is inevitable; it is a
normal part of business life, and one needs to cope with it.
Ultimate goal of quality improvement is Zero Defects or
defect-free" products and services.
Zero Defects is an attitude and commitment to prevention.
Zero Defects does not mean that the product has to be
perfect.
Phillip Crosby
The system of quality is prevention
Training, discipline, example, and leadership
produce prevention
Inspection and correction does not prevent errors.
Prevention involves thinking, planning, and
analyzing processes to anticipate where errors
could occur, and then taking action to keep them
from occurring.
Problems usually arise because product or service
requirements are either lacking or in error.
Phillip Crosby
Prevention begins by:
Establishing product or service requirement,
Developing the product or service,
Gathering data, comparing the data to the
requirement, and
Taking action on the result.
This is a continuous activity.
Which Quality Guru was a key player, a
mastermind in Total Quality Management
programs?

Why, Dr. W. Edwards Deming, of course!
W. Edwards Deming

everything is the fault (or credit)
of top management.
W. Edwards Deming
High Prophet of Quality Control and TQM
Advisor, consultant, author, teacher to most influential
business leaders and organizations in the world.
PhD. Physicist in 1928, worked with Shewart and Juran on
SPC
Founder of the THIRD WAVE OF INDUSTRIAL
REVOLUTION
1938 applied SPC concepts to U.S. Bureau of Cencus for
sampling techniques
1942 Served as consultant to the Secretary of War on using
SPC to strengthen the war effort
W. Edwards Deming
Assisted in the re-vitalization of post WWII Japan by
applying SPC and QC techniques to agricultural and
manufacturing issues
Japanese Union of Scientists and Engineers contracted
Deming to teach statistical methods to Japanese industry,
naming their national quality award The Deming Award
after him
Pursued similar mission in USA
Gained and almost Cult Status for his philosophies
1980 NBC Special, IF JAPAN CAN WHY CANT WE
launched US Quality Movement
Life long demand as Lecturer and Consultant
W. Edwards Deming
Takes a systems and leadership approach to
quality. Concepts associated with his
approach include:
14 Points
7 Deadly Diseases
Theory of Systems
Theory of Knowledge
Theory of Variation
Plan-do-check-act
Quality improvement by process improvement
W. Edwards Deming
Deming chain reaction:
improve quality,
costs decrease and
productivity improves.
Creates a greater potential for increased
market share.
Deming 7 Deadly Diseases
7 Reasons TQM Fails
Lack of a clear shared model of quality that the entire
organization embraces.
Lack of shared values and vision for the organization
Focusing on COMPLIANCE (to standards, procedures,
goals), rather than COMMITMENT as the driving force of
the program
Departmental barriers, walls or concrete silos that are
tough to break
A non-systematic approach to TQM implementation
taking it willy nilly instead of following some plan.
Senior managers who cannot or will not drive the
transformational process.
Having an organizational culture that does not
collectively learn and follow the process needed.
W. Edwards Deming
His philosophy treats individuals as fellow
members of a system.
His system leads to a GOOD chain
reaction, involving.
Improve quality decrease costs
productivity improves capture the market
with better quality/price stay in business
provide employment
W. Edwards Deming
Some of Deming's economic beliefs gained
from his philosophies and applications:
Reduction of the economic burden
Expansion of the markets
Survival of organizations that serve customers
THE DEMING METHOD =
MANAGEMENT METHOD

The Quality Method, defined by Dr. Deming, is a
MANAGEMENT method. It requires change in our
managers. It is NOT a method that is built upon
inciting or demanding quality from workers as we
incited and demanded QUANTITY of production.
Putting up posters that tell workers to produce quality,
or creating clever slogans that exhort workers to
produce quality is not part of a Deming Quality
process and only illustrate how little we have learned
about the Method.
QUANTI TY QUALI TY
Deming - Quality is the
job of management.
It is a management process.
It assumes that the worker is a craftsman and that
he will produce quality, if he/she is only given a
chance (and the proper resources). The Deming
method further assumes that well trained workers
will produce quality products, if managers do their
jobs correctly and provide the proper resources,
organizational structure, and environment.
W. Edwards Deming
Dr. Deming was very confident about how
to motivate employees simply allow them
to build quality products (or perform top
quality services, in todays economy). Dr.
W. Edwards Deming
Deming was also very confident about how NOT
to motivate employees.eliminate:
Quota systems
Annual performance reviews
Any form of pay for performance systems
These are a waste of the companys money and a
managers time money and time that would be
much better spent on solving production or
process problems, that will allow the workers to
produce better quality.
Demings Quality Approach
UNDERLYING PRINCIPLES

Variation
Theory of Knowledge
Theory of a System
Psychology
Deming Theory of
Variation
This is his basis for SPC and treatment of people
Two causes of variation common and special
causes
Two costly errors
Treating common causes as special
Treating special causes as common
Deming Theory of Knowledge
How do we know things?
Statistics needed and properly used for
MEASUREABLES (characteristics, things, service
quality)
Having Theories and Predictions are crucial to
understanding the knowledge
The things that are most important ARE NOT
MEASUREABLE
How do you measure.
An employees happiness
The true cost of poor quality
Lack of customer goodwill
Lack of supplier goodwill
Poor communication in the organization
Deming Theory of Systems
This applies to a COMPLETE system - suppliers to
customersYOU or YOUR ORGANIZATION
Suppliers You/Your Organization Customers
Common Causes of Variation are built into the system
naturally
Management maintains SOLE responsibility for the
system. Leadership is Required. The system will only be
as good as it is led to be.
Special causes are outside the system, and are everyones
responsibility.
Internal competition is destructive.
Deming Quality Phsychology
Employees CANNOT be evaluated apart from the system.
Employees ARE the system they will only be a good as
the system (and leadership) allows.
Money is NOT a motivator.
Money only works a short-term stopgap. Give me more
money and I will like better what I do NOT!
All money as a short-term solution does is give me a fatter
paycheck with which to enjoy my misery!
EVERYONE in the organization is responsible for
improvement. Overall improvement cannot be handled by
one person or one department everyone is important.
People are most productive in cooperative teams.
We are all experts and idiots just in different things.
All of us are smarter than one of us.
System of Profound Knowledege
Dr. Deming based his business philosophy on cooperation
- to determine its own potential, an organization must
harness the power of every worker in its employment.
In order to promote cooperation, Deming discusses his
System of Profound Knowledge. Profound knowledge
involves expanded views and an understanding of the
individual yet truly interdependent element that compose
the larger system every worker have nearly unlimited
potential if placed in an environment that supports,
educates, and nurtures senses of pride and responsibility.
Deming tells us
the majority of a workers effectiveness is
determined by the workers environment,
and only minimally by his own attitudes,
work ethics, behaviors.
To effectively implement a
System of Profound Knowledge:
Management must --
Employ an understanding of psychology of groups and of
individuals
Eliminate tools such as production quotas and slogans
these only alienate workers and supervisors no gap
bridging here and breeds intense competition between the
workers themselves I can do better than you.
Form the company correctly Make the organization into a
large team divided into sub-teams all working on different
levels of the same goal barriers between departments often
give rise to conflicting objectives and unnecessary
competition.
Share the wealth spread the profits among the teams
Eliminate fear, anger, envy, and revenge from the workplace.
Employ sensible methods such as rigorous on-the-job-
training programs.
Implemented Profound Knowledge
In this effectively implemented system
organization, the workers better understand
their jobs the specific task, the
technological relationships, they value
themselves higher thus they are stimulated
and empowered and show overall better
performance.
Deming tells us
Upwards of 94% of all problems in
organization and their solutions stem
from the SYSTEM and the PEOPLE.
Concentrate on understanding the system
and how you might adjust to make the
organization operate more productively and
positively.
Demings Old Fashioned Ideas
The ideas of Dr. Deming may seem common or
obvious now, but have not always been practiced
in our culture of work. Dr. Demings ideas and
personal examples of hard work, sincerity, and
personal responsibility have forever changed the
world of management.
It is not enough to just work hard.
You must know what to work on.
If you are not having fun, then you are doing
something wrong.
4 Pillars of Profound Knowledge
Appreciation for a system: Organizations are interactive
systems, and must be managed as systems. Managements
role is to strive toward organization of the enterprise as a
whole.
Theory of variation: Variation is always present. The key
is not in measuring it, but in understanding what is causing
it; not to judge or blame individuals, but to improve the
system.
Theory of knowledge: Managements job is prediction.
Prediction is based on knowledge. Knowledge is built on
theory. Experience without theory teaches nothing.
Some Psychology: Knowledge of individual and group
psychology is needed to nurture and preserve innate
desires of people to learn, to create, to contribute, and to
take pride in work.
Demings 14 Points
1. Create constancy of purpose for improvement of
products and service
2. Adopt a new philosophy; we are in a new economic age
3. Cease dependence upon inspection as a way to achieve
quality
4. End the practice of awarding business based on price
tag
5. Constantly improve planning, production and service
process, INCLUDING PEOPLE!
6. Institute training on the job
7. Institute improved leadership
Demings 14 Points
8. Drive out fear
9. Break down departmental barriers
10. Eliminate slogans/targets asking for increased
productivity without providing methods
11. Eliminate numerical quotas
12. Remove barriers that stand in the way of workers and
their pride of workmanship - both hourly and salaried.
13. Institute programs for education and re-training
14. Put all the emphasis to work to accomplish the
transformation
Create constancy of purpose for
improvement of products and service

Management is charged with re-defining
continual improvement, in a way that best fits
the organizations goals and purposes. The
organization has to strive to survive, compete
globally and constantly replenish its resources
for growth and improvement. How? Through
improvement and research.
Adopt a new philosophy;
we are in a new economic age

Consider what is best for the organization as
a whole. We can no longer assume that our
customers will be loyal to us because they
like us. If the organization cannot be
profitable, in dollars, quality, and proper
treatment of people then whats the point?
Cease dependence upon inspection
as a way to achieve quality

Quality cannot be inspected into a product
or process. Erase the philosophy of the
inspector (or QC department) will catch
any problems before the product is
shipped. Lets keep going. Instead, adopt
the philosophy of develop a system with
sound processes that can make quality
products. Do it right the first time, and the
system will improve itself.
End the practice of awarding
business based on price tag

Does your organization award business to
suppliers and other vendors, solely on the price
tag? Point four specifically warns against this!
Why? By awarding business strictly on price,
the organization often (but not always) gets
lower quality. If, however, an organization
established loyalty agreements or good working
relationships with suppliers/vendor, perhaps
even long term contracts, higher quality is
obtained, as often is better pricing.
Constantly improve planning,
production and service process,
INCLUDING PEOPLE!

Dr. Deming states here that only a commitment to a
PROCESS of continual improvement will not alone
bring results. We cannot ignite and spread a quality
revolution that will lead to constant continual
improvement by just having a process and commitment.
Instead, we need an evolutionary philosophy that
prevents stagnation of the company. Part of the
evolutionary mentality is to abandon practices that are
obviously only short-term benefits, as these ultimately
detract from overall organizational effectiveness.
Institute on-the-job Training
NEVER assume that the newly hired
person, or transferred individual from
another division, will know everything they
need to do. Even the most experienced,
talented, and qualified worker needs to
adapt and learn the systems and processes
of a new organization/new department.
Institute Improved Leadership
Just having a leader, supervisor, or manager title
does not make you a good leader or even a leader at all.
Very few managers have been formally trained to manage,
or to be a leader. Many leaders are not even familiar
with Deming principles at all.
Management is not self-evident it requires skill,
ability, practice, and training. Unless managers are trained
to manage and to be leaders in the Deming world, we will
continue to hurt ourselves with gross miscalculations
like re-engineering and downsizing.
Drive out Fear
Many employees are afraid to ask questions, or to take a
position, even when they do not understand what the job is
or what is right or wrong. People will continue to do things
the wrong way, or not to do them at all. The economic loss
from fear is appalling. It is necessary to better quality and
productivity that people feel secure, Dr Deming once
wrote. He wrote this long before the age of re-engineering
and downsizing two key reasons why fear exists in the
work place. Bert Petersen, human resources consultant
specializing in employee relations implication of the
Deming Quality Principles, is of the opinion that FEAR is
likely the largest source of waste in the American
enterprise.
Break Down
Departmental Barriers
All employees and departments are part of the
organization, but it is often an us versus them
scenario. The organization as a whole needs to
understand that each individual and entity are part
of the whole picture.
Management is responsible for making this
happen. Only management can help workers
understand this. How? By example showing how
all departments/divisions work as one entity; dont
pit the groups against each other.
Eliminate slogans/targets asking for
increased productivity without
providing methods

Dont rely on posters displayed throughout the
organization as the only vehicle for increased
productivity/quality. We do not need elementary
school level posters to encourage employees to
do good work.
In some organizational cultures, use of these
posters is actually embarrassing to management
and employees. Let the employees work with
managers to develop their own slogans or targets
this is the core group that does the work.
Eliminate Numerical Quotas
Quotas take into account only numbers, not
quality or method. They are usually a guarantee of
inefficiency and high cost. A person to hold a job,
meets a quota at an cost, without regard to damage
to the company, Dr. Deming wrote.
Workers make quotas at the expense of quality.
Managers accept lack of quality, because it is the
price of the quota system. Quotas make a quality
system impossible to implement.
Remove barriers that stand in the way of
workers and their pride of workmanship
- both hourly and salaried.
People, in general, are eager to do a good
job. The truly good and caring workers get
distressed when cannot perform their
functions to the best of their ability. Too
often, misguided supervisors, faulty or non-
existent equipment, and defective materials
stand in the way.
Institute programs for education
and re-training

The results of this training must drive home a
philosophy throughout the organization that
production problems are PROCESS
problems, not PEOPLE problems.
Think about a situation you were in what fixed
the problems more quickly? Your boss
screaming at you to make it happen, or
management (or you) studying the process to
find the deficiencies?
Put all the emphasis to work to
accomplish the transformation

Everyone in the organization needs to
work together to accomplish the
goal/mission/vision as well as the Total
Quality Management movement.
Plan-Do-Check-Act
Plan
Act
Do
Check
Plan-Do-Check-Act
Decide what you want to do write a plan
Carry out the tasks at hand on your plan
Do the plan and the action taken match?
Check your work!
Take action on the differences,
improvements, and modifications.
7 Deadly Diseases
1. Lack of constancy of purpose to plan a marketable
product to keep the company in business and provide
jobs.
2. Emphasis on short term profits
3. Personal evaluation appraisal, by whatever name, for
people in management, for effects, which are
devastating.
4. Mobility of management; job hopping.
5. Use of visible figures for management, with little or no
consideration of figures that are unknown
6. Excessive medical costs
7. Excessive warranty costs, fueled by lawyers working on
contingency fees.
Lack of constancy of purpose to plan a
marketable product to keep the company
in business and provide jobs.
Changing plans/missions/visions/focus
frequently without a solid business reason only
confuses employees, customers, and suppliers.
Can the product be marketed/sold, i.e., will
people want it? Is the product offered at a fair
price? Does the product need modified/re-
invented, to please the market?
Can the company remain in business AND be
profitable, with the current products/product
plan/systems in place?
Emphasis on short term profits

Short-term profits only get the
organization through the immediate time
period (usually less than 1 year). Focusing
on longer-term profit allows for
expansion, growth, and continual
business.
Personal evaluation appraisal, by whatever
name, for people in management, for
effects, which are devastating.
Dr Deming called performance appraisals
worse than a waste of time. Deming
recommends this alternative:
MANAGE ON A DAILY BASIS
Talk to employees about strengths and weaknesses
every day, instead of once a year. Plan and discuss
training needs as part of the daily routine
Make it a point to ask questions then cover your
mouth and open your ears
Personal evaluation.
Pose challenges and problems to those under your
management, and let THEM come up with responses. Prepare
to be amazed at the input you receive.
See who has mistakes (regularly) and find out why. Is
training the answer? Do they need the proper tools? Do they
need encouragement or a pat on the back?
See who is habitually late or absent this can be a warning
that there may be a work problem. Perhaps you can determine
what the problem is and help the employee solve it.
Managers get more response when the HELP rather than
HINDER.
Personal evaluation.
Management is not a zero sum game. Dr.
Deming says that less than 5% of employees are
just not right for the job. The 95% need some
assistance or guidance. Dr. Deming also says that
any failure of an employee is a failure for the
manager view it that way, and dont let the
performance appraisal process influence your
decisionspay for performance does nothing.
Mobility of Job Hopping Managers
Management styles change each time
management personnel change- thus losing
stability in the organizations operations,
theories, principles, and processes in place.
When upper management personnel leave
(voluntarily), workers start to worry that the
worst is yet to come.
Use of visible figures for management, with
little or no consideration of figures
that are unknown
The tangible costs of doing business (labor,
materials, equipment) are just as important as
the intangible costs (customer goodwill,
employee loyalty, supplier relationships).
Focusing only on the numbers the visible
measurements is not the answer.
Accounting and statistics alone do not make the
organization a success.
Excessive Medical Costs
Has the employees medical costs increased
dramatically (not due to inflation or increased
premium costs BUT due instead to more health
care usage)? What are the reasons the health care
usage increased? Age? Prevention care?
Many organizations have such a high stress level
that the employees health is affected. Could this
be the reason for the increased costs?
Excessive warranty costs, fueled by lawyers
working on contingency fees.
Examine why warranty costs are high (or higher
than normal). Is product quality to blame? Are
these true complaints e.g., there really is a
traceable problem to the product or processes? Or,
are your customers just not happy overall?
If the problem is product quality related, are there
safety/health/environmental issues associated with
it? Are lawyers driving the process is the legal
profession advertising that your product/service
could cause the user detriment/harm?