TQM, Lecture-4

Total Quality Management
Lecture: 4
By Engr. Shakeel Ahmad
Planning
Planning is an approach requires the organization to
analyze and evaluate the needs of customers to determine
the best approach to meet their needs. The final product
and goal of the organization is creating value for consumers.
The planning process is the steps a company takes to
develop budgets to guide its future activities. The
documents developed may include strategic plans, tactical
plans, operating plans, and project plans.
The steps in the planning process are:
1. Develop objectives.
2. Develop tasks to meet those objectives
Strategic Quality Planning
Strategic Quality Planning is a process
that quality departments, quality managers
and quality professionals undertake in their
organizations to identify the “right” quality initiatives
to best manage quality today and on into the future.
There are seven basic steps to strategic quality planning.

The process starts with the principle that quality and
customer satisfaction are the center of an organization’s
future. It brings together all the key stakeholders.
(1) Customer Needs:
The first step is to discover the future needs of the customers. Who
will they be? Will your customer base change? What will they want?
How will the organization meet and exceed expectations?
(2) Customer Positioning:

Next, the planners determine where the organization wants to be in
relation to the customers. Do they want to retain, reduce, or expand
the customer base? Products or services with poor
quality performance should be targeted for breakthrough or
eliminated. The organization needs to concentrate
its efforts on areas of excellence.
(3) Predict the Future:
Next, the planners must look into their crystal balls to predict future conditions
that will affect their product or service. Demographics, economic forecasts, and
technical assessments or
projections are tools that help predict the future. More than one organization’s
product or service has become obsolete because it failed to foresee the changing
technology. Note that the rate of change is continually increasing.
(4) Gap Analysis:

This step requires the planners to identify the gaps between the current state
and the future state of the organization. An analysis of the core values and
concepts, given earlier in the chapter, is an
excellent technique for pinpointing gaps.
(5) Closing the Gap:
The plan can now be developed to close the gap by establishing goals and
responsibilities. All stakeholders should be included in the development of the
plan.
(6). Alignment:
As the plan is developed, it must be aligned with the mission, vision, and core
values and concepts of the organization. Without this alignment, the plan will
have little chance of success.
(7) Implementation:
This last step is frequently the most difficult. Resources must be allocated to
collecting data, designing changes, and overcoming resistance to change. Also part
of this step is the monitoring activity to ensure that progress is being made. The
planning group should meet at least once a year to assess progress and take any
corrective action.
Smart (S.M.A.R.T) Goal Setting
This is where S.M.A.R.T. comes in. Planning and goal-

setting effectively to work towards meeting or
exceeding the objective. It sounds quite simple, but
using S.M.A.R.T. forces you to think broader and
effectively ask the right questions that will later turn
into result-driven action items.
S. Specific
Great goals are well-defined and focused.
By starting out specific, you lay out a roadmap for
resolution. In order to be specific, data collection is
often required.
The moment you focus on a goal, your goal becomes a
magnet, pulling you and your resources toward it. The
more focused your energies, the more power you
generate.
M. Measurable
A goal without a measurable outcome is like a sports
competition without a scoreboard or scorekeeper.
Numbers are an essential part of business. Put
concrete numbers in your goals to know if you’re on
track. A goal white board posted in your office can help
as a daily reminder to keep yourself and your employee
focused on the targeted results you want to attain.
A. Attainable
Far too often, small businesses can set goals beyond
reach. No one has ever built a billion dollar business
overnight. Venture capitalists and angel
investors discard countless business plans of
companies with outlandish goals. Dream big and aim
for the stars but keep one foot firmly based in reality.
Check with your industry association to get a handle
on realistic growth in your industry to set SMART
goals.
R. Realistic
Is it realistic to focus on the actual quality defects
noted or the process creating the defects? Is it
something that fits in with the existing goals of the
organization? Based on the information gathered, is it
realistic to believe the problem can be resolved to an
acceptable degree?
T. Time Based
Especially when you’re dealing with issues that affect
customers, timeliness is critical. Gantt charts are
excellent for determining the time requirements of a
specific issue. Using measurements as checkpoints
often ensures timely execution.
END

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Total Quality Management

There are seven basic steps to strategic quality planning.

(2) Customer Positioning:

(4) Gap Analysis:

This is where S.M.A.R.T. comes in. Planning and goal-

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