Published on February 13, 2014
ZIA AHMED DEVELOPMENTAL INITIATIVE wwww.ziaahmedhan.com Total Quality Management Implementation Manual Part 1 1 email@example.com www.ziaahmedkhan.com
Objective Bring About a Common understanding of TQM concerns. Understand the integrated Model for TQM implementation. 2 firstname.lastname@example.org www.ziaahmedkhan.com
Face of Today’s Reality Concern for Ecology Information Age and Global Market Emergence of New Economic Powers Human Spirit of Innovators Cause Political Realignment Concern for Human Rights Growing literate and Knowledge Oriented Society 3 email@example.com www.ziaahmedkhan.com
How Chaos Impacts Society Changes in Environment Manifested in New Behavior of Innovators Observation/Experiencing by Masses/ Society No Impact/ Wait and see attitude Positive Restlessness+ Proactive State The Common Man Implementers 4 Anxiety + Reactive State The Blockers – High Resistance to Change The Leaders - Innovators firstname.lastname@example.org www.ziaahmedkhan.com
Recognition of New Paradigms 5 Proactive State To Innovation Experiencing New Behaviour Questioning of Existing Paradigms Human Spirit Causes This New Learning Peak Experience “ Aha “ Creating a Vision Examining Today’s Reality Unlearning Dealing with Resistance email@example.com www.ziaahmedkhan.com
Recognizing Need to Change Proactive State of a Learning Organization Change in External Environment 6 Evaluating The Depth of External Change Institutionalizing Change Identifying New Business Segment Competition Power Un –learning existing business practices & beliefs Challenging Assumptions of Internal Situation Re-aligning business towards new objectives Creating a Vision Realigning Business Objective firstname.lastname@example.org www.ziaahmedkhan.com
Key Influences Effecting The Business New Entrants Buyers Rivals Your Business Suppliers Substitute 7 email@example.com www.ziaahmedkhan.com
IDENTIFY NEW BUSINESS SEGMENTS EXISTING BUYERS/EXISTING PRODUCT VOLUME RANGE VALUE ADDITION NEW PRODUCTS NEW BUYERS/EXISTING PRODUCT NEW BUYERS/NEW PRODUCT BACKWARD INTEGRATION FORWARD INTERSRATION STRATEGIC SOURCING 8 firstname.lastname@example.org www.ziaahmedkhan.com
CHALLENGE TODAYS BUSINESS ASSUMPTION & PRACTICES Customer definition Technology Method Materials Org. structure 9 email@example.com www.ziaahmedkhan.com
VISION CONCEPT Vision is a dream created in our waking hours of how we would like the organization to be. It can be described as a living picture of a future. It is inspired by the values that we cherish. 10 firstname.lastname@example.org www.ziaahmedkhan.com
Process of Creating a Shared Vision Top Team Critical Mass The Pyramid Top Team Critical Mass Other Employees The Pyramid with Critical Mass 11 email@example.com www.ziaahmedkhan.com
Process of Creating a Shared Vision Shared Vision Organization Stakeholder The organization with shared vision enrolling other share holder and stake holder 12 firstname.lastname@example.org www.ziaahmedkhan.com
Mission Statement It is a statement of what business we are in and sometimes out ranking in that business as also the competitive advantage that we want to have over the others. The mission statement names the game we are going to play e.g.. To market health care products that have a demonstrable health benefit to the customer to be the leader in each product line, to return a fair profit to our stock holders and to provide good opportunities to our employed. Purpose of Organization It’s Reason for Existence 13 email@example.com www.ziaahmedkhan.com
WHAT IS A STRATEGIC POSTURE? STRATEGIC POSTURE IS THE UNIQUE STANCE THAT THE ORGANIZATION TAKES TO GAIN A CUTTING EDGE IN THE MARKET PLACE. Vision Mission Strategic Posture Reality 14 firstname.lastname@example.org www.ziaahmedkhan.com
CRITICAL QUESTIONS FOR ARRIVING AT STRATEGIC POSTURE What stance does your origination ‘s competitive advantage? What are your organization’s focus areas? What is your Organization’s unique selling point (USP) What is your approach to competition? What are the driving forces in your organization 15 Is it low cost… Is it the product offered… Is it based on market/customer needs… Is it technology/body of knowledge… Is it your production/delivery capabilities… Is it your method of sale… Is it your method of distribution… Is it natural resources… email@example.com www.ziaahmedkhan.com
STRATEGY PLAN IMPLEMENTATION What should I do to plan? How should the plan be implemented? What resources do I have/need to implement the plan? What could be my measurable tangible results after implementation? What immediate/shorter – term opportunities exist to achieve early tangible results? 16 firstname.lastname@example.org www.ziaahmedkhan.com
Vision External Environment • Macro Environment • Segment Attractiveness • Competitor Analysis Identification of Key Success Factors Internal Environment • Product Portfolio Analysis • Value Chain Analysis • Financial Analysis Mission Business Objective Identification of Core Competencies Consolidation & Gap Analysis Strategic Options Strategic Plan Formulation The Approach To Strategy Formulation 17 email@example.com www.ziaahmedkhan.com
The Common Perception It is often uneconomical to make quality improvement since it brings down productivity, increases cost and investment. 18 firstname.lastname@example.org www.ziaahmedkhan.com
In Reality It may be possible to improve quality continuously without reducing productivity and increasing cost. AS W.E. Deming says: “Productivity goes up and cost comes down as quality goes up. This fact is well known, but only to a selected few.” 19 email@example.com www.ziaahmedkhan.com
What does it involve? Participants Response TOTAL QUALITY MANAGEMENT 20 firstname.lastname@example.org www.ziaahmedkhan.com
Elements of TQM People Appropriate Technology Problem Solving Tools/Procedures Continuous Improvement 21 email@example.com www.ziaahmedkhan.com
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TQM – A Definition TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organization working on continuous improvement in all products, services and processes along with proper problem solving methodology. 23 email@example.com www.ziaahmedkhan.com
Quality Target is 100% Not Even 99.9% Because 99.9 % Might Mean For India At least 1, 60,000 wrong prescriptions each year More than 1, 20,000 new born babies accidentally dropped by doctors each year Unsafe drinking water almost 1 hour each month 2 – 3 rail accidents every day The heart stopping for 8.76/year 24 firstname.lastname@example.org www.ziaahmedkhan.com
What is quality 25 email@example.com www.ziaahmedkhan.com
Quality Definition THE OLD VIEW: CONVENTIONAL QUALITY Products and Services that are provided exactly to specifications. THE NEW VIEW: TOTAL QUALITY Products & Services that totally satisfy our customer need & expectations in very respect on a continuous basis. Products & Services that totally satisfy our customer need & expectations in very respect on a continuous basis. 26 firstname.lastname@example.org www.ziaahmedkhan.com
It is in fact to delight customers Quality Then is to Satisfy Customer Need 27 email@example.com www.ziaahmedkhan.com
Quality is not Expensive – It is Priceless “A customer is the most important visitor on our premises He is not dependent on us. We are dependent on him He is not an interruption to our work He is the purpose of it. He is not an outsider in our business. He is a part of it. We are not doing him a favor By serving him He is doing him a favor by giving us an Opportunity to do so.” Mohandas K. Gandhi 28 firstname.lastname@example.org www.ziaahmedkhan.com
Kano’s Model of Customer satisfaction Expected Features DEGREE OF ACHIEVEMENT EXPECTED FEATURES FUNDAMENTAL FUNCTIONS MUST BE PRESENT ABSENCE DISSATISFIES, PRESENCE DOES NOT SATISFY Performance Features CREATED SATISFACTION IF CUSTOMER’S EXPECTATIONS ARE EXCEEDE (DISSATISFATION IF THEY FALL SHORT) EXCITEMENT FEATURES INNOVATIONS BEYOUND CUSTOMER’S AWARENESS EVEN MINOR ITEMS. IF PERCEIVED BY CUSTOMERS AS SUPERIOR VALUE. CAN ENHANCE MARKET SHARE. MUST BE BASED ON INTIMATE KHOWLEDGE OF CUSTOMER PRODUCT FUNCTION & USAGE CONDITIONS TO BE SUCCESSFUL.` 29 email@example.com www.ziaahmedkhan.com
Service Quality Internal Customer Orientation and Service OBJECTIVES To understand Total Quality Service To understand internal Customer Orientation 30 firstname.lastname@example.org www.ziaahmedkhan.com
Some ifs, And or Buts About Quality If the new laptop you ordered arrives defect free so that its quality is as good as can be, and the installer has skills irreproachable. So that 'service quality' is a matter un-broachable. But it arrives a bit late six months to the day- In a box that seems to have passed through Pompei, While the invoice, of course, has glided right through (It's the kind of thin,;] kid gloves handling can do) And the ,invoice numbers, though crisp and precise, Contain a slight defect: they don't match the price, At-least not the price you agreed to when you talked to the store And were treated like. a bother, and a nuisance, and a bore. So you call to flag the billing mistake and ask them to reconsider- it. And are told: Could you call back after lunch? Be a bit more considerate? Then you fuss and fume and wait to call back your question. Adjusting your schedule revising your plans to accommodate their digestion. Then you pick up the manual, triggering your fondest single wish, Not that it be shorter or simpler. but that at least it be in English. When such things happen. are you so discerning. viewing things with a jeweler eye? 31 email@example.com www.ziaahmedkhan.com
Do you say 'Great product' too bad about your: Delivery ... and packing .... and sales billing .. and scheduling . and telephone answering .... and documentation problems ... Or do you simply say, 'GOOD - BYE'? 32 firstname.lastname@example.org www.ziaahmedkhan.com
PRODUCTS Vs. SERVICES in delivering products, the quality is visible only when the products are made and sold ! In providing services, the customer joins the supplier in the production process! (e.g. Hair Cut). 33 email@example.com www.ziaahmedkhan.com
OUTSTANDING SERVICE QUALITY IS A MUST FOR COMPETITIVE EDGE IN THE MARKET 34 firstname.lastname@example.org www.ziaahmedkhan.com
OUTSTANDING SERVICE QUALITY IS POSSIBLE ONLY THROUGH AND ORGANISATION WIDE CONCERTED EFFORT TO MAKE IT CUSTOMER DRIVEN AND SERVICE ORIENTED 35 email@example.com www.ziaahmedkhan.com
Consumer Research Continuous Improvement Through PDCA Vision, Mission, Strategy Total Quality Service Improvement Management through Empowerment Education , Training & Communication 36 Service Recovery & Service Guarantee Excellence in Service Encounters firstname.lastname@example.org www.ziaahmedkhan.com
CHALLENGES OF HIGH QUALITY SERVICE Understanding our customers and their expectation of us. Defining our strategy our mission or goal in terms of customer expectations Delivery systems accessible and approachable People selected, trained, empowered and rewarded for providing exceptional service to the customer.` 37 email@example.com www.ziaahmedkhan.com
THE VOICE OF THE INTERNAL CUSTOMER GET IT RIGHT INSIDE THE COMPANY FIRST - IF WE FAIL TO GET IT RIGHT WE CANNOT MEET THE NEEDS OF THE EXTERNAL CUSTOMER. 38 firstname.lastname@example.org www.ziaahmedkhan.com
ATTENTION SHOULD BE PLACED ON THE INTERNAL CUSTOMER FIRST TQM IS DOING THE RIGHT JOB. 39 email@example.com www.ziaahmedkhan.com
IS HE DELIGHTED? WHO IS YOUR CUSTOMER? 40 firstname.lastname@example.org www.ziaahmedkhan.com
WHO IS THE CUSTOMER The next person (individual of function/group) in the work place; the receiver of output and the next to act on it. A customer may be either external or internal. External customers are those who buy our products/services. Internal customers. are individuals/departments who use our output as their input and we become their suppliers. 41 email@example.com www.ziaahmedkhan.com
Example of Internal Customers Supplier Department Purchase Customer Department Operations/ Manufacturing Manufacturing Product Management Finance Marketing Sales Manufacturing , Marketing, Sales etc. 42 firstname.lastname@example.org www.ziaahmedkhan.com
THE QUALITY CHAIN In an organization all of us are both supplier and customer to one another like a chain. Customer Orientation means keeping customer requirement in minds. Outside Organization External Customer Supplier - Customer Supplier - Customer Customer - Supplier External Supplier Outside Organization 43 email@example.com www.ziaahmedkhan.com
The customer wants ……… Right Quality Right Quantity Right Time Right Cost 44 firstname.lastname@example.org www.ziaahmedkhan.com
The Definition Customer Anyone dependent on you for supply of goods or a service. 45 Supplier People who supply you what you need in order for you to do your job. email@example.com www.ziaahmedkhan.com
MEETING CUSTOMER REQUIREMENTS 46 firstname.lastname@example.org www.ziaahmedkhan.com
Quality is Cooperation 47 email@example.com www.ziaahmedkhan.com
Quality is Teamwork 48 firstname.lastname@example.org www.ziaahmedkhan.com
TEAMWORK All team members actively participate. Members communicate openly. Conflict is effectively managed. Domination by one or two members is avoided. Decisions are critically analyzed. All members share team leadership. Disruptive behavior is confronted by the team. Team membership is rewarding and enjoyable. 49 email@example.com www.ziaahmedkhan.com
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ZIA AHMED DEVELOPMENT INITIATIVE WWW.ZIAAHMEDKHAN.COM email@example.com WE ARE JUST CLICK AWAY Complete Solution for Small Business. Ideas and Dreams to Enterprises “ Journey of Entrepreneur” Small Business , Big Opportunities Development of Private Placement Memorandum • Fund Document • Shariah Compliant Structuring of Fund • Shariah Compliant Acquisition Structures • Feasibility Studies • All Your Corporate Finance Needs 51 firstname.lastname@example.org www.ziaahmedkhan.com
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