Quali 2 - Aula 03 (24-08)

Name: Quali 2 - Aula 03 (24-08)
Uploaded: 2022-12-01T18:22:15.000Z
Duration: 2 h 48 min 43 s

Understanding Total Quality Management

Introduction to Total Quality Management (TQM)

The concept of Total Quality Management (TQM) is introduced, emphasizing its importance in relation to Japanese culture and the idea of total participation.

TQM is described as a comprehensive system that requires organizational structure to be broken down into strategic, tactical, and operational levels for effective implementation.

Modes of Deployment in TQM

Three primary modes of deployment are proposed: top-down, bottom-up, and horizontal. Each mode serves different functions within the organization.

The speaker encourages using terms like "processes" instead of "departments" or "areas," highlighting the need for organizations to function as cohesive units rather than isolated silos.

Importance of Horizontal Deployment

Horizontal deployment is crucial for achieving results; processes that operate efficiently with minimal waste yield better outcomes for the organization.

The most common top-down approach in TQM is policy deployment, while daily routine management (DRW) represents a bottom-up approach focused on everyday operations.

Key Models of Deployment

The four major models discussed include:

Policy Deployment (top-down)

Daily Routine Work (bottom-up)

Process Management (horizontal)

Balanced Scorecard (BSC), another top-down model popularized in the late '90s and early 2000s.

Core Pillars of TQM

The first pillar emphasizes customer focus, viewing customers as integral parts of a process chain where each step must meet quality requirements.

Understanding customer needs is essential; organizations should ensure they deliver what customers expect at every stage.

Participation and Problem-Solving

The second pillar highlights total participation; those closest to problems—employees on the ground—are best positioned to identify issues and propose solutions.

Communication and Continuous Improvement in Organizations

Importance of Communication Channels

The necessity for companies to establish communication channels is emphasized, referencing Deming's 14 principles. Employees who understand the problems should have a voice in contributing creative solutions.

Participation and Voice in Organizations

Effective communication between all levels of an organization is crucial. Total participation ensures that everyone has a voice, which is essential for organizational success.

Continuous Improvement vs. Ongoing Education

The term "continuous improvement" can be misleading; it’s recommended to use "ongoing improvement," indicating incremental progress rather than an unending process.

Ongoing education refers to further studies like MBAs or doctorates, highlighting that individuals will experience educational milestones rather than continuous learning without breaks.

Collective Responsibility and Merit

In the Japanese model, there is shared responsibility among employees; when things go wrong, everyone shares the blame, and when successful, credit is also shared collectively.

Motivation Beyond Monetary Incentives

Employee motivation can stem from recognition rather than just financial rewards. For instance, young employees may work hard not for money but for acknowledgment like "Employee of the Month."

Recognition through problem-solving contributions can serve as motivation within organizations.

Training as a Form of Support

Providing training equips employees with necessary skills and knowledge to perform their jobs effectively, thus reducing accidents and improving overall performance.

Promotion as an Incentive Mechanism

Promotions are another way to encourage employee engagement by setting requirements that must be met while creating opportunities for advancement within the organization.

Organizational Dynamics in Different Cultures

Companies often employ various methods—some unconventional—to motivate staff. While some tactics may yield short-term results, they are not sustainable long-term strategies.

Community Connection Through Employment

In certain cultures (e.g., Germany and Japan), industries are closely tied to local communities. Losing a job can mean relocating entirely due to this connection.

Group Dynamics and Accountability

Understanding the Relationship Between Individuals and Organizations

The Interdependence of Employees and Companies

Employees seek to contribute positively to their companies, believing that if the company thrives, so will they. This connection is rooted in job security and family welfare.

Companies offer various benefits such as educational incentives and university financing, which significantly support employees' families, highlighting a strong individual-organization relationship.

In smaller industrial towns, losing a job can have widespread implications since everyone knows each other; this creates a community reliant on local industry.

Regional Differences in Employment Dynamics

In large cities like São Paulo, job transitions are more fluid; leaving one company often leads directly to another due to the vast number of opportunities available.

Countries like Japan and Germany exhibit unique employment dynamics where industries are closely tied to specific regions, creating a sense of identity between workers and their local industries.

The Impact of Job Loss on Community

Losing a job in tightly-knit communities may necessitate relocating, which many individuals wish to avoid due to familial ties and established connections within their city.

Exploring Quality Management Principles

Definition of Total Productive Maintenance (TPM)

A notable definition of TPM comes from Italian expert Odo Marly, who emphasizes quality competition as essential for automotive manufacturers.

Competing Through Quality

Companies like Pirelli exemplify successful implementation of Marly's principles by focusing on quality as a competitive advantage.

Engaging students actively during discussions is crucial for understanding concepts like competing through quality.

Key Aspects of Competing in Quality

Competing through quality involves enhancing competitiveness via improved processes using quality control techniques.

Effective internal organization minimizes waste while maximizing efficiency—key components for productivity.

Delivering Quality Products and Services

Understanding Market Expectations

Modern markets require businesses to deliver both high-quality products and services that meet customer specifications effectively.

Cost Efficiency in Production

High-quality offerings must also be cost-effective; excessive waste can inflate prices beyond market viability.

Balancing Quality with Waste Reduction

A product's price reflects its production efficiency; significant waste can lead to inflated costs that deter customers despite high product quality.

Quality Plan Fundamentals

Essential Components of a Quality Plan

Understanding Quality Management Across Cultures

Cultural Differences in Business Practices

The speaker emphasizes that business practices cannot be universally applied across different cultures, using the example of a Japanese company like Toyota and an American automaker.

It is highlighted that various factors such as culture, politics, and religion influence how businesses operate, making it essential to adapt quality management plans accordingly.

Reference Models for Quality Management

The speaker discusses the abundance of reference models available in the market, particularly mentioning ISO standards like ISO 9001 (quality management), ISO 14001 (environmental management), and SA 8000 (social responsibility).

A specific model from the European Foundation for Quality Management (EFQM) is introduced as a widely used framework among European companies.

Evaluation and Self-Diagnosis

The EFQM model serves as a prescriptive guide for organizations to conduct self-assessments and identify areas needing improvement.

Organizations can create their own models or adapt existing ones to fit their unique contexts, similar to Toyota's production system.

Identifying Gaps in Performance

The process involves determining current performance levels versus desired outcomes through self-evaluation against reference models.

This evaluation helps organizations prioritize which gaps to address first based on strategic importance.

Competing on Quality

A question arises about whether competing on quality should be a prerequisite for all products; the speaker suggests that competition must consider what aspects are being compared.

The discussion shifts towards commodities and how they can differentiate themselves through added services rather than just product specifications.

Strategic Planning Related to Quality

Companies need strategic plans that outline not only what products they offer but also how they can enhance customer experience through additional services.

An example is given regarding steel suppliers who provide pre-fabricated materials, highlighting cost-benefit analysis in terms of time saved versus higher costs.

Conclusion on Process Improvement

Emphasizing internal processes is crucial for delivering quality improvements; thus, each organization’s approach must be tailored rather than copied from others.

Understanding Organizational Management

Forms of Engagement in Organizations

The speaker discusses three main forms of engagement within an organization, emphasizing that policy management is a top-down approach starting from the upper echelons and cascading downwards.

A key question posed is whether employees at the base level understand how their work contributes to indicators relevant to senior management. If they do, it indicates effective communication and alignment.

Process management is described as crossing organizational functions, linking high-level priorities set by strategic planning with operational execution.

Daily management is more focused on the base level but still involves tactical elements, which serve as a bridge between upper management and operations.

Tactical roles are crucial for translating high-level strategies into operational language, ensuring that daily activities align with broader organizational goals.

Cycle Length in Management Processes

The discussion highlights differences between short-cycle daily operations and long-cycle strategic planning, noting that routine tasks occur frequently while strategic reviews happen less often.

Short cycles relate to everyday operations (e.g., issuing invoices), whereas long cycles pertain to strategic initiatives planned over several years with periodic reviews.

The complexity of processes varies significantly based on cycle length; shorter cycles involve more frequent adjustments compared to longer-term strategies.

Examples include payroll processing occurring bi-weekly versus strategic planning conducted every few years, illustrating different managerial focuses based on timeframes.

Traditional vs. Modern Organizational Structures

The speaker contrasts traditional organizational structures with modern approaches advocated by Total Productive Maintenance (TPM), indicating a shift towards more inclusive participation across all levels of staff.

Traditional companies often have rigid hierarchies where lower levels lack decision-making power or recognition, illustrated through metaphors about attire (e.g., losing ties).

In traditional settings, higher administration holds significant authority while lower tiers are seen merely as laborers without intellectual contributions—this view is outdated according to modern practices.

Paradigm Shift in Workforce Perception

There’s a call for changing perceptions about workforce roles from mere laborers ("mão de obra") to valued contributors who think critically and participate actively in projects and processes.

This shift aims at fostering environments where all employees feel empowered regardless of their position within the hierarchy—everyone has valuable input beyond physical labor alone.

Conclusion: Addressing Sectoral Disparities

The speaker notes disparities between advanced sectors like technology firms (e.g., Microsoft, Google, Apple) versus lagging industries such as construction in Brazil that still adhere to outdated paradigms.

What is Organizational Excellence?

Defining Excellence in Organizations

Organizational excellence is characterized by being different and leading ahead of competitors, indicating a position at the forefront of industry standards.

Excellence often involves standardization, where organizations consistently meet quality dimensions in both manufacturing and service sectors, ensuring uniformity in service delivery.

Quality Levels vs. Standards

Historical examples illustrate that cars from the same model could vary significantly in quality due to lack of standardization, highlighting the importance of consistent quality levels.

The term "organizational quality levels" is preferred over "excellence levels," as it emphasizes functionality rather than comparative degrees of quality.

Comparing Quality Across Products

When comparing products like cars, defining specific requirements (e.g., maintenance costs) allows for a clearer assessment of which product meets those needs better.

The concept of "degree" should not be used when discussing product functions; instead, focus on how many functions each product offers.

Certification and Auditing Processes

Certification requires adherence to normative references; organizations must prepare to demonstrate compliance through audits.

Different types of audits exist: first-party (internal), second-party (client-supplier), and third-party (certification bodies), each serving distinct purposes within organizational assessments.

Importance of Quality Models

Various models for excellence exist globally; the European model is widely adopted, while Japan has its own system emphasizing evaluation and scoring based on set criteria.

The Malcolm Baldrige Award represents an American approach to recognizing organizational excellence similar to other global models.

Evolution of Quality Standards

The first ISO standard emerged in 1987 alongside significant developments in project management methodologies, marking a pivotal moment for quality considerations across industries.

Understanding Quality Models in Business

Overview of Quality Models

The discussion begins with the premise that companies can achieve a total of 1,000 points in quality models after initial challenges. The European model allocates 500 points for enabling criteria and 500 for results, addressing flaws in the original American model which lacked this balance.

Flaws in Early American Models

Early evaluations focused on whether companies had quality models but did not assess actual results. Evaluators checked for implementation of quality programs without measuring outcomes, leading to discrepancies between awards and business performance.

Notably, several companies that won American quality awards later filed for bankruptcy within a few years, indicating a critical flaw in how success was measured.

Learning from Mistakes

The evolution of these models involved learning from both American and Japanese practices over eight years before launching the first effective model in 1995. This period was crucial for understanding what constitutes true organizational success.

Measuring Results Effectively

The framework includes various indicators to measure results such as leadership impact, employee satisfaction, customer satisfaction, and societal impact. Each category contributes to the overall score of 500 points allocated for results.

Balancing Enablers and Results

A key insight is that while organizations may invest heavily in quality programs (enablers), they might not see immediate results. Conversely, organizations achieving high results without proper enablers risk declining performance due to unsustainable practices.

Characteristics of World-Class Companies

World-class companies typically exhibit strong alignment between enablers and results—achieving high scores across both categories. They maintain rigorous standards and systems that support sustained excellence.

Initial Assessment Challenges

New participants often struggle to reach even half of the maximum score during their first assessment. This experience should be viewed as an opportunity for improvement rather than a failure.

Comprehensive Performance Indicators

Effective measurement goes beyond financial metrics; it includes assessing processes, partnerships, technology use, knowledge dissemination within organizations, and long-term financial health.

Societal Impact Considerations

Organizations are encouraged to evaluate their societal contributions through measures like community engagement, environmental responsibility, resource conservation efforts, and public recognition through certifications or awards.

Attracting Talent Through Recognition

Insights on Client Measurement and Excellence Awards

Importance of Traditional Indicators

The discussion begins with the significance of traditional indicators for measuring client satisfaction, such as accessibility, responsiveness, reliability, and brand recognition.

Global indicators related to product image, sales performance, post-sales service, and customer loyalty are highlighted as essential metrics for businesses.

Employee Engagement and Retention Metrics

Emphasis is placed on reliable measurements from third parties to achieve excellence awards; this includes metrics on talent retention and absenteeism.

Recognition of innovation in processes is crucial; employee satisfaction and collaboration levels are also measured to provide evidence for evaluators.

Process Evaluation and Improvement

The evaluation of processes is critical; it involves designing, measuring, improving, and monitoring through specific indicators.

Key process indicators include volume (frequency), response time, and quality—often assessed by measuring defects or failures rather than direct quality metrics.

Resource Generation and Partnerships

Discussion on generating technology and human resources through partnerships with universities and incubators emphasizes the need for strong collaborations.

Evidence-based evaluations are necessary; tangible proof of resource effectiveness must be presented during assessments.

Leadership Engagement in Strategy Development

Evaluating how employees interact outside work hours contributes to understanding workplace dynamics; empowerment among staff is a key focus area.

High administration engagement in strategic analysis is vital; leaders must critically assess policies based on performance indicators.

Succession Planning and Ethical Leadership

Future leadership roles for production engineers highlight the importance of commitment to developing successors within organizations.

Ethical considerations play a fundamental role in leadership development; promoting individuals requires recognizing their potential contributions.

Award Categories Evolution

The scoring system for excellence awards consists of 1000 points divided between facilitators (500 points) and results (500 points).

Companies progress through award categories: bronze first, then silver, followed by gold. This structured approach encourages gradual improvement over time.

Historical Context of Quality Models

The Evolution of ISO 9001 and Risk Management

Changes in Evaluation Criteria

Organizations are increasingly focused on performance indicators rather than just compliance with documentation, emphasizing the importance of improvement programs.

The Total Quality Management (TQM) approach has significantly influenced the evolution of ISO 9001 over its 33-year history, highlighting the need for careful consideration of trends in certification.

Certification Motivations

Many companies pursue ISO certification due to competitive pressure or customer demands rather than a genuine desire for improvement in their management systems.

It is crucial to prioritize internal improvements over external pressures when seeking certification.

Subjectivity in Evaluations

Evaluations for excellence awards typically last three to four days and involve multiple evaluators, raising concerns about subjective criteria.

Subjectivity can be mitigated through evidence-based assessments, such as demonstrating environmental system improvements via certifications like ISO 14001.

Evidence-Based Assessment Methods

Utilizing external evaluations from specialized firms can provide credible evidence of organizational climate and employee motivation.

Internal evidence, such as training matrices and attendance records, also serves as proof that employees receive adequate training for their roles.

Measuring Success Beyond Financial Indicators