Company Profile

TQM Consultants Sdn. Bhd. was incorporated in 1990. Since then, it has grown to become an internationally renowned consulting and training company in the areas of Soft Skills, Total Quality Management, Organization Development, Management Development, Teaching and Learning, Graduate Employability and Personal Development. 

To date, TQM Consultants Sdn. Bhd. has conducted more than 2000 in-house training programmes worldwide for private and public sector organizations across a variety of industries. It is registered with Pembangunan Sumber Manusia Berhad as an approved training provider. It is also registered with the Ministry of Finance (No. 357-00038120). 

Our Mission

Our primary mission is two-fold. 

First, we seek to empower individuals from within to optimize their potential and attain peak performance at work. 

Second, we will assist organizations to create and sustain the competitive edge in today’s highly competitive and globalized world. 

Towards attaining this twin mission, we will provide results-oriented, reliable, practical, and customized consultancy and training services that fully meet or exceed the requirements of our clients consistently.

 

Our Guiding Philosophy

1

We will provide consultancy and training services based upon proven theories and best practices.

2

We will diagnose the actual problems faced by our clients and not merely treat the symptoms.

3

We will provide services based on the unique training needs and problems faced by our clients.

4

We will always be objective and honest in dealing with our clients.

5

We will not undertake any assignment that is beyond our expertise.

6

Our instructional strategies will promote critical thinking and lifelong learning among participants.

Our Clients

How We Differ from Others

We have developed the Building Blocks of Peak Performance and Enhancing Personal Quality Model which enable individuals to acquire the mindset and traits of peak performers and to attain peak performance at the workplace.

CEO and Principal Consultant

Dr. Ranjit Singh Malhi

Dr. Ranjit Singh Malhi is a bestselling author and  an internationally renowned consultant and trainer in the areas of Soft Skills, Management Development, Total Quality Management, Teaching and Learning, and Graduate Employability.

Dr. Ranjit is an Adjunct Professor with Asia Pacific University of Technology and Innovation (APU). He is the Director of APU’s Professional Development Institute. Dr. Ranjit is also a Senior Corporate Fellow with Asia e University. 

Dr. Ranjit is highly regarded worldwide as an authority on empowering individuals and organizations to excel. He has formulated a practical model and blueprint for enhancing personal quality; developed the Empowering Cycle of High Self-Esteem which shows the reciprocal relationship between self-esteem and peak performance; identified the competencies of Malaysian high-performance managers and most admired attributes of Malaysian leaders; and developed a holistic model for enhancing graduate employability and soft skills.

Dr. Ranjit, who has conducted more than 600 training programmes worldwide, is noted for his lively, participatory, practical and motivating training sessions. Based upon painstaking and comprehensive research, he has developed the Generic Quality Training Model and Planning and Delivering Quality Training Sessions Model. 

Dr. Ranjit is the author of four bestsellers: Enhancing Managerial Performance, Make Yourself Employable, Enhancing Self-Esteem and Enhancing Personal Quality. The last three books have been published in Arabic by Jarir Book Store and are bestsellers in the Middle East. He has also published more than 150 articles on management and personal development, besides being a columnist for three of Malaysia’s leading newspapers.

Ranjit has a B.A. Hons. (Second Class Upper) from the University of Malaya, a Master of Public Administration degree from Syracuse University, USA and a Ph.D. from Asia e University.

 

Our Approach towards
Personal Transformation and Self-Mastery

Our training programmes and methodology are based upon important research findings from the science of peak performance and self-image psychology, and success in conducting hundreds of personal development programmes in Asia, the Middle East and USA. We have developed an integrated, step-by-step and practical approach aimed at empowering people from within to excel in the workplace.

This approach is focused around our self-developed Ten Key Attributes of Peak Performers (Figure 1), Building Blocks of Peak Performance (Figure 2) and Enhancing Personal Quality Model (Figure 3). 

We use experiential learning techniques, multiple learning styles, and highly interactive approaches in conducting our workshops including role plays, individual exercises, group discussions, and visualization. Cognitive therapy is utilized in assisting individuals to change their pessimistic style of thinking to realistic optimism.

Figure 1: Ten Key Attributes of Peak Performers

Figure 2: Building Blocks of Peak Performance

Figure 3: Enhancing Personal Quality Model

Our Approach towards

Creating and Sustaining

a High-Performance Organization

Based upon our consulting and training experiences, the quest for creating and sustaining a High-Performance Organization should be based on the Systems Approach (see Figure 4). It views an organization as a set of interdependent and interrelated elements or subsystems, each of which contributes to the attainment of common organizational goals. 

Changes in any one subsystem will have an impact on the other subsystems. As such, all the subsystems must be integrated into a functional whole to ensure total organizational functioning. 

The Systems Approach also views an organization as an open system interacting with its environment and transforming inputs (resources such as materials, people and equipment) into outputs (products and services) desired by customers.

Figure 4: Systems Approach to Organizational Improvement

1 .       Social System

  • Corporate culture
  • Personal quality
  • Employee participation and teamwork
  • Empowerment
  • Reward and recognition system
  • Communication

2 .     Technical System

  • Technology
  • Work processes
  • Decision-making processes
  • Job definition and responsibilities

3 .     Management System

  • Strategic quality planning
  • Leadership
  • Policies
  • Organizational structure
  • Managerial control

Creating and Sustaining

a High-Performance

Organization Model

The following model (Figure 5) based upon the Systems Approach, best practices in management, and strategic planning is suggested for creating and sustaining high performance in organizations. It consists of five major steps: 

1.  Getting Organized. 

2.  Organizational Diagnosis. 

3.  Organizational Transformation Plan. 

4.  Implementation. 

5.  Measurement and Evaluation. 

Getting Organized

The main purpose of Step 1 is to lay the basic foundation for ensuring successful implementation of organizational improvement efforts. It involves establishing an Organizational Transformation Team (OTT) consisting of senior, competent and highly committed managers which will spearhead the organizational improvement efforts. The OTT should agree on three major issues as highlighted by James Champy: (i) the business case for the change (Why must we go through this?”); (ii) the scope and scale of the change (“What processes are we going to reengineer?” or “How much of the business must change?”); and (iii) the governance process for managing the change (“Who will be accountable for the design and for the results?”). 

Three other important activities in Step 1 are clarifying stakeholders’ expectations, communicating the need for organizational improvement to all employees and securing the support of key players. Organizational success in the long run is greatly dependent upon meeting or exceeding the expectations of an organization’s primary stakeholders, particularly its customers, shareholders, employees and suppliers. Organizational improvement awareness (establishing a great enough sense of urgency about the need for change) is necessary to gain support of employees for the improvement efforts and reducing potential resistance to change. The support of key players is crucial for ensuring successful change management. 

Figure 5:Creating and Sustaining a High-Performance Organization Model

Organizational Diagnosis

Organizational diagnosis is a systematic approach to developing an accurate and comprehensive view of the current state of the organization. It provides a basis for determining action plans to improve organizational performance. Organizational diagnosis is also important because it assesses the readiness and capability of major subsystems to undertake organizational improvement efforts. The major activities are:

  1.  

1.  Scanning the internal environment for organizational strengths and weaknesses,

    and the external environment for opportunities and threats (SWOT analysis);

2.  Identifying key business processes and opportunities for improvement;

3.  Benchmarking against high-performance organizations; and

4.  Conducting customer and employee opinion surveys.

Implementation

Step 4 involves implementation of projects identified in the Organizational Transformation Plan. The two most important activities are aligning structure, processes and systems to organizational strategy, and process control i.e. detection and correction of nonconformances to established requirements. The other important activities are coordinating the performance improvement efforts among the various departments and maintaining effective communication. 

Measurement and Evaluation

  1. The major purpose of Step 5 is to determine progress towards the attainment of established performance goals. The main activities are measurement, reporting of results to all employees and undertaking corrective actions to overcome performance gaps.

Training and Teamwork

Training and teamwork pervades the entire HPO Model. Training is essential at the initial stage to secure organizational commitment to performance improvement and to minimize resistance to change. Appropriate training subsequently must be continuous to ensure employees have the necessary knowledge and skills to cope with changes in technology and the environment in which the organization operates. 

Teamwork is important as it creates a sense of ownership and commitment among employees. Employees are generally more willing to support performance improvement efforts in which they have taken part or helped to develop. Teamwork is also based on the premise that collective wisdom is generally more superior to individual wisdom. Teamwork also facilitates solution of performance problems which cut across departmental or functional boundaries. 



Healthy Organizational Culture

  1. An appropriate organizational culture is necessary to create and sustain a work environment that is conducive to continuous performance improvement efforts. Organizational culture is basically a set of shared values and beliefs which interact with an organization’s people, structures and systems to produce behavioural norms. The principal values of a healthy corporate culture include customer focus, “doing things right the first time”, employee autonomy, teamwork, recognition based on attainment of performance goals, open and honest communication, continuous improvement and flexibility (adapting to the changing environment). 

Copyright 2019 TQM Consultants Sdn. Bhd.

Empowering Individuals and Organizations to Excel

Tel: +6012-3350555

E-mail : ranjit@tqm.com.my