MODEL FOR THE MMU QA UNIT/ DIRECTORATE
THE TEN POINTS FOCUS STRATEGY OF TQM:
(ACTIONS MANAGERS SHOULD TAKE FOR TQM IMPLEMENTATION):
1. Build organizational commitment to quality. All employees ought to embrace TQM beginning from the top.
HOW: By receiving training at all levels of management starting from the top.
Then each member from top management gets the responsibility to train a manageable group at the next level until all employees receive the basic training.
2. A focus on the customer:
The TQM philosophy is that the customer , not managers in quality control define what quality is.
SO: -We need to identify who our customers are.
-What we actually provide to them.
-The gap that exists between what customers want and what they actually get (quality gap).
-Formulate a plan to close the quality gap.
OUR CUSTOMERS ARE:
-The market for Higher Education i.e. employers (professional Bodies).
-Learners. (Consumers of HEIs’ services).
-Government. (Tripple and quadruple Helix; Burtton Clerk, Akilapa, Banbaum).
3. Find ways to measure quality. Creation of a measuring system that managers can consistently use to evaluate quality.
4. Set goals and create incentives. Once a measure has been devised, the manager’s next step is to set a challenging quality goal and to create incentives for reaching that goal. i.e. by linking rewards, such as promotional opportunities, to the goal.
E.g : In South Africa at the University of Kwa-zulu Natal (UKZN) they have Promotional Units (PUs).
5. Solicit input from employees. Employees can be a major source of information about the causes of poor quality.
-Therefore, managers ought to establish a framework for soliciting employee suggestions about improvements that can be made.
-So Quality circles – groups of employees should meet regularly to establish/ discuss ways of increasing quality.
NOTE: Whatever the means chosen to solicit input from lower-level employees, managers must be opened to receiving, and acting on, bad news and criticism from employees.
6. Identify defects and trace them to their source.
-The major source of product defects is the operating system.
-TQM preaches the need for managers to identify defects in the work process, trace those defects back to their source, find out why they occurred, and make corrections so that they do not occur again.
7. Introduce just –in – time inventory systems (inventory is the stock of raw materials, inputs, and component parts that an organization has on hand at a particular time.
8. Works closely with suppliers.
-Materials managers must work closely with suppliers to improve the quality of the products they supply.
NOTE: Two steps are necessary here;
(i). Managers must reduce the number of suppliers with which their organizations do business.
(ii). Managers need to develop cooperative long term relations with the remaining suppliers as a way of increasing quality and lowering costs.
9. Design for ease of production .The more steps required to assemble a product/service, the more chances there are for mistakes.
-Also procedures should be improved to help customers have ability to solve the problems with the consumed products.
10. Break down barriers between functions.
-Successful implementation of TQM requires substantial cooperation between the different functions of an organization.
-Materials managers have to cooperate with manufacturing managers to find high- quality inputs that reduce manufacturing costs; marketing managers have to cooperate with manufacturing so that customer problems identified by marketing can be acted on.
Information systems have to cooperate with all of the other functions of the institution to devise suitable IT training programs; and so on.
NB: Managers should embrace the philosophy that mistakes , defects, and poor quality materials are not acceptable and should be eliminated.
-Functional Managers should spend more time working with employees and providing them with the tools they need to do the job.
– Managers should create a condusive environment in which employees will not be afraid to report problems or recommend improvements.
-Out put goals and targets need to include not only numbers or quotas but also some notion of quality to promote the production of defect-free output.
-Functional managers need to train employees in new skills to keep pace with changes in the work place.
-Finally, achieving better quality requires that managers develop organizational values and norms centered on improving quality.
– By managers we mean all those quality controllers at both grass root and higher levels.
– By customers we mean consumers of all that the University Produces. And all stake holders.
Quality Assurance Officer Mountains of the Moon University.
To all Managers (Top and middle levels) such as VC, DVC, HRs, Registrars, Deans and Heads of Departments.