【正文】 tomer needs and perceptions will be identified ?technical/economic resource allocation ?QMS scheme operation ?how suppliers supplies will be required to meet standards ?prevention zero defects/CQI approach vs. inspectout ?munication, knowledge, information staff development ?audit of QMS in operation ?Partnership with staff, customers and suppliers. ?Physical manifestation not just conceptual Chris Jarvis 21 HRM Strategy TQM a Strategy and Discourse ? an approach to improving the petitiveness, effectiveness and flexibility of a whole anisation..... a way of planning, anising and understanding each activity and it depends on each individual at each level. TQM is a way of ...... bringing everyone into the processes of improvement ?Oakland 1995 ?a TQM programme requires reevaluation of how anisational members address the quality of their work and the service processes. Chris Jarvis 22 HRM Strategy TQM underpinned by policy mitment ? A culture and practice change strategy ?Organisational renewal ?Injection of energy ?Staff encouraged in positive, initiative taking behaviours ?Adopt a prevention and CQI ethic ?Quality improvement teams/circles ?Use of a variety of methods and techniques (tools) Chris Jarvis 23 HRM Strategy Kaizen: Continuous Quality Improvement (CQI) ? critical view of anisational performance standards ?continuously challenge incrementally upgrade performance levels ?contribution and role of HR team ?attitude (ownership), involvement and team effort as the key to improvement ?HR team line manager relationships Chris Jarvis 24 HRM Strategy Classical functional, problem analysis cycle ? Situation analysis ? Problem definition ? Objectives and resourcing ? Solution development options and best fit from DO NOTHING to DO EVERYTHING. Min/Max, optimistic/pessimistic, high/low budget etc.). Test models against objectives and constraints ? Implementation analysis ? detailed planning for operational implementation. ? analysis for potential problems ? scheduling, work allocation, capacity management, municating, monitoring systems overall coordination. Chris Jarvis 25 HRM Strategy Questions for Quality Strategy ? Who are our direct and indirect clients ? Define characteristics, needs, requirements? ?Design features of services? ? How do clients perceive these? ? Benchmark parisons ? Which features do not pete? ?How can we delight beyond the basic specification? ?Design improvement projects? ? Who, by when at what cost? ?Operational ability to bridge the gaps? ?Information monitoring systems? ?Supply chain analysis performance munication? Chris Jarvis 26 HRM Strategy Specifying HR Quality ?Essential contract for supply ?ensuring delivered quality in a contract of service. ?Implications of failure to draw up a clear specif