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Summary (MNO2609) Quality in Occupational Health and Safety
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MNO2609 QUESTIONS & ANSWERS70% is guaranteed.
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FOUNDATION OF TQM
The Quality- Meeting customer requirements
Customer loyalty can provide several commercial advantages:
• Customers cost less to retain than acquire.
• The longer the relationship with the customer, the higher the profitability.
• A loyal customer will commit more spend to its chosen supplier.
• About half of new customers come through referrals from existing clients
(Indirectly reducing acquisition costs)
Quality control is essentially the activities and techniques employed to achieve and maintain the
quality of a product, process, or service.
Quality assurance is broadly the prevention of quality problems through planned and systematic
activities (including documentation).
MODELS AND FRAMEWORKS FOR TOTAL QUALITY MANAGEMENT
TQM Model- Major features
Teams, Tools, Systems, Process, Customer and Supplier.
Planning, People, Processes and Performance (4 Ps)- Structure of ‘hard management necessities’ for
a simple TQM model.
Planning: Refers to instituting and implementing policies and strategies, organizing relevant
partnerships and resources, and reengineering in quality.
Performance: Formalize the performance measure framework, which is seen as a ‘balanced
scorecard’ for the entity, operating self-assessment, audits, reviews, and benchmarking.
Processes: This focuses on understanding, management, design and reengineering, quality
management systems and further enhancement.
People: Concentrate on managing workforce, culture change, teamwork, communications,
innovation, and training.
Culture, Communication and Commitment (3 Cs)- provide the glue or ‘soft
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Outcomes’ of the model which will take organizations successfully into the
twenty-first century.
LEADERSHIP AND COMMITMENT
Quality policy that requires top management to:
1. Determine the end-customer’s requirements including the point of views
2. Evaluate or examine the capability of the entity to achieve these requirements
economically.
3. Ensure that any bought-in materials achieve the needed standards of performance and
efficiency.
4. Ensure that subcontractor or suppliers distribute the organization’s values and process
goals.
5. Focus not on detection, but on prevention philosophy
6. Facilitate and train for quality enhancement and ensure that the subcontractors do the
same.
7. Determine customer satisfaction at standards, the end-customer same as customer
satisfaction between the coordination of the supply chain.
8. Monitor the quality management systems to maintain the woodwork
The culture within an organization is formed by a number of components:
1. Behaviours based on people engagements.
2. Norms led by working groups.
3. Core values created by the organization.
4. Rules of the game for ‘getting on.’
5. The climate
The five requirements for effective leadership
1. Creating and implementing clear documented corporate beliefs and purpose – a
vision.
The leadership needs to determine values and beliefs by a clear vision of what they
want their organization to be and its purpose, this implies that they particularly want
to accomplish aligned with the basic beliefs. The executives express what the
organization or company is meant for. The top management team should spend
some time off from the ‘coal face’ to execute and institute their programme for
implementation. A straight-forward defined and precise communicated beliefs and
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objectives that could be outlined in the form of vision and mission statements, are
very important when the directors, managers and personnel are to promote
cooperation as a winning team.
2. Develop clear and effective strategies and supporting plans for achieving the vision.
The success of the organization or service vision needs the formation of business or
service such as the strategic positioning in the ‘marketplace.’ Plans can therefore be
formalized for implementing the strategies. These strategies and plans can be
formalized by only top managers, but greater potential commitment to them is
expected when employee participation in their development and implementation is
promoted.
3. Identify the critical success factors and critical processes
This concept is utilized to identify the core essential sun-goals of a company or
organization. The CFs are what required to be meet for the mission to be successful.
Critical success factors are followed by the significant and primary business
mechanisms for the company, this implies that the practices required to be executed
precisely and specifically for the critical success factors to be successful. In addition,
it is critical as well for each of these to create some performance measures that
showcase the progress through each goal that has been developed.
4. Review the management structure
Determining the corporate vision, strategies and Critical Success Factors can make it
needed to review the organizational structure. Executives, managers, and other
personnel can be completely effective, merely when an effective structure in terms
of the process management is available. This entails determining the duties for the
company’s management and the operational standards they will utilize. All of these
are required to the agreed best methods of providing primary mechanisms. The
review of management structure needs to entail the development of the process
enhancement team structure to the entire company or business.
5. Empowerment – encouraging effective employee participation
Based on the effective leadership, it is important for management to have a good
relationship with personnel. It is required from them to create effective
engagements, from top-level to lower-level management throughout the business,
taking steps on what is communicated, and the leadership needs to stimulate proper
interactions between all suppliers and customers.
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NB: Paraphrasing refers to the restatement of a text in different words.
Particular attention in Leadership and Commitment
Attitudes
The significant attitude to manage any progressive company or organization can be
presented as: ‘I will personally understand who my customers are and what are their
requirements, expectations and I will take any steps that are important to meet them
completely. I will understand and engage my needs to my suppliers, notify them of
adjustments and deliver feedback on their performance’. This typical attitude needs to
begin from high-level, which is the leadership and descends to lower-level and be received
by every employee. All of these will only be achieved when managers express
demonstration. Lip-service is low and will be meaningless when personnel perceive from
managers’ actions that they do not really buy what they say.
Abilities
Each employee needs to be able to carry out what is required and expected of him or her,
however, it is important to decide what is actually required and expected. When it is not
straight-forward on what the personnel or subcontractors are needed to execute and what
principles of performance are expected, how can managers expect them to do it? A related
example of that issue has been developed on construction projects over the past decades.
The management has frequently said that they want the work executed quickly, however,
rarely have them worried that it needs to be precise the first time. This has led to a culture
of ‘we can fix it later, let’s just proceed with the work’ and many faults have been posed into
premises, which are more costly to resolve later. Training is essential; however, it can be
costly when the financial resource is used properly. It needs to be aligned with the
requirements, expectations, and process improvement. Training required to be planned and
consistently its effectiveness be reviewed.
Participation
When all personnel including the executives and managers are taking part in turning the
business or organization accomplished, therefore they must be trained in terms of
disciplined management. This concept ‘disciplined’ is appropriate to people at the entire
levels that they will do what they say they will do. It implies that in whatever they do, they
will go towards the whole process of Evaluate, Plan, Do, Check and Amend, instead of more
traditional and simply option of beginning by executing than assessing. This will result to
continuous improvement helix.
Several requirements of TQM are becoming clear:
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