The Dismal side: MP Secretariat TQM TQM Padamvir Singh
The Improvement: Everything is possible
TQM Continuous Improvement Continuous Improvement Improvement begins of of Stakeholder Satisfaction Stakeholder Satisfaction Stakeholder Satisfaction Stakeholder Satisfaction when we start h t t recognizing our problems Leadership Leadership and by by opportunities for improvement Example Example Scientific Approach Scientific Approach Everyone’s Involvement Everyone’s Involvement Beginning the Quality Journey Beginning the Quality Journey SERVQUAL 5S for Daily Management. Tangibles: appearance, ease of use, style • Sorting: clearing unnecessary paper and clutter (take Reliability: Reliability: ability to perform to the ability to perform to the photographs before and after action.) requirements in a dependable way • Systematize: a place for everything and everything has a place. Responsiveness: ability to help customers and • Sanitize: cleanliness provide prompt service • Standardize: standardize the first 3 S - e.g. checklists • Self Discipline Assurance: Assurance: ability to inspire confidence, through ability to inspire confidence through courtesy and knowledge These would also demonstrate improvements in performance and help in developing a culture of quality
the dismal side: State Warehousing Corporation Sorting – the 5 S journey
sorting Sanitize & Systematize
Standardize Office Management: The Problem • Poor and delayed decisions y – Absence of sound decision support system • Low on information – Poor file and record management • Long and complicated processes • Poor work environment Poor work environment • Poor morale and leadership The way forward Process of Creating Major Change • 5 S for better housekeeping • Establish a Sense of Urgency g y • BPR and automation of processes • Create the Guiding Coalition • Develop a Vision and Strategy • Improved MIS, DSS and control system • Communicate the Change Vision • Delegation and flatter structures • Empower Broad-Based Action • Generate Short-Term Wins • Capacity building for effective leadership and teamwork • Consolidate Gains and Produce More Change • Adoption of standards • Anchor New Approaches in the Culture • Quality Plans • Will to improve
Quality Quality Landmarks for the Landmarks for the LBSNAA SWOT MPAA Improvement MPAA Improvement Employee Survey Awareness Building Awareness Building Analysis of feedback I nvesting in Staff I nvesting in Staff Assessment • Efforts at implementing 5 S • Efforts at implementing 5 S • Regular meetings to identify problems and Vision Vision Values Values monitor their solutions Mission Mission • Focus on ICT Structure for Monitoring Goal Setting Goal Setting Charter Charter Quality Initiatives • Commitment of management to improve • Commitment of management to improve Documentation of procedures Documentation of procedures ocu ocu e e o o p ocedu es o o p ocedu es Quality Manual Quality Manual ISO Certification ISO Certification Quality I mprovement Quality I mprovement Teams Teams Kaizen Kaizen Constraints • Minimum health status of the organisation to digest quality initiatives e.g. an environment of trust and optimism • Commitment and complete involvement of the CEO • Making TQM the central concern for the improvement of the organisation and integrating it in the annual plans • Complete involvement of the management • Monitoring, nurturing and follow up • Looking for improvement in everything, all the time • Sticking on
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