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Total Quality Management

Joseph FX Zahra

Quality is…

Quality

Remember

The quality produced by the Organisation as a whole is only as good as the Quality produced by

individuals inside the Organisation.

Quality – from the eyes of the expert

The Experts’ View: Dr. Deming

Defines quality as “a predictable degree of uniformity and dependability at low cost

and suited to the market.”

Dr. Deming

Fourteen steps:

1. Constancy of purpose towards improvement2. Delays, mistakes, defects no longer acceptable.3. Use measurements to ensure that quality is built in.4. Do not buy on price alone.5. Keep on identifying problems and solving them.6. Improve on-the-job training.7. Change the role of the supervisor away from

quantity, towards quality.

…Dr. Deming

8. Remove fear – develop trust and team spirit.9. Remove barriers between departments.10. Do not increase production targets without improving

methods.11. Eliminate numerical (only), pay-related quotas.12. Restore pride in good workmanship.13. Introduce an education and training process to

support the new culture.14. Develop a management team that will believe in

these points – and they can make them work.

Phil Crosby

Defines Quality as “conformance to requirements”

Basic philosophy: Prevention, not inspection.

Zero defects

Phil CrosbyFourteen Steps:

1. Make it clear that management is committed to quality.2. Form Quality Improvement Teams with representatives from

each department.3. Determine where current and potential problems lie.4. Evaluate the cost of quality and explain its use as a

management tool.5. Raise quality awareness and concern of all employees.6. Take actions to correct problems identified in previous steps.7. Establish a committee for the zero defects programme.

…Phil Crosby8. Train supervisors to handle quality problems.9. Hold a “zero-defects” day so that all employees know there

has been a change.10. Encourage individuals to establish improvement goals for

themselves and their groups.11. Encourage employees to communicate with management

about the obstacles they face in reaching their goals.12. Give recognition to those who participate.13. Establish Quality Councils to communicate on a regular

basis.14. Do it all over again to emphasize the need for continuous

improvement.

Joe Juran

Defines Quality as: “Fitness for use.”

Basic Philosophy: Quality requires a general management approach, especially good “people management”

Joe JuranTen Steps:

1. Create awareness of the need and opportunity for improvement.

2. Set goals for improvement.3. Organise to reach thee goals via Quality Councils,

Improvement Teams, Improvement Projects etc.4. Provide training.5. Carry out problem-solving sessions.

…Joe Juran

6. Make sure everyone is aware of progress.7. Give recognition.8. Communicate the results.9. Keep the score.10. Maintain momentum by making improvements part

of the company’s systems and processes.

Quality ManagementFirst Four Steps:

1. Identify with your customers2. Communicate – Talk and Listen3. Talk problems – Develop cures4. Make Quality Assurance Procedures Work

What is ‘Quality’?‘Fitness for purpose and safe for use.

It is the service or product designed and constructed to satisfy the customer’s needs.’(British Standards Institute)

CONSISTENCY TRACEABILITY

Quality

Quality

QUALITY

QUANTITY PRICE

Why Bother With Quality?

Customers Buy QualityJob SatisfactionFinancial Benefits

The Ten Steps For Total Quality Management

A MissionDirectionEducationCommunicationPartnershipMeasurementProblem solvingTrainingMotivationContinuous Revision

What Gets Measured Gets Done!Standards?

Letters Telephone ImageHouse Style Answering OfficeAccuracy Returning Calls ReceptionSpelling Accurate Message CarsTime To Action Obtaining Information Personnel

Prevention Better Than CureCustomer Care Techniques

Quality Groups

Objective / Terms of ReferenceMembersTeam Leader / FacilitatorSetting Up The Group MeetingsMain Keys To SuccessFollow-Up

The Role of the Facilitator

1. Coordinator2. Patron3. Provider of Skills4. Driver5. Not a Controller

Brainstorming1. Groups are more creative than individuals2. Separate imagination from judgement. Concentrate first on

imagination, later on judgement.

RULESRelaxGroups of 4-12 peopleAvoid outside interruptionsOne person to leadEveryone comes up (verbally) with as many ideasWrite up and display ideasStop when everyone dries up

6 Thinking Hats

White Hat: gathering informationRed Hat: feelings, emotionsBlack Hat: caution, criticism and assessing risksYellow Hat: looking at benefits and studying

feasibilityGreen Hat: new ideas and possibilitiesBlue Hat: “meta” – manages the whole thinking

process

Each member in a meeting wears one of the hats

Cause and Effect Diagram (Fishbone)

Causes and Effect Analysis (Fishbone Diagram) …

AdvantagesGeneration of IdeasRecording device for ideas generatedReveals undetected relationshipsInvestigate the origin of a problemCall attention to important relationships

Causes and Effect Analysis (Fishbone Diagram) …

UsesDefining a problemIdentifying possible data requirementsIdentifying possible causesDeveloping objectives for solutionsNarrowing down causes

Causes and Effect Analysis (Fishbone Diagram) …

Making it WorkName problem/effectDrawn fishbone diagramIdentify major causesBrainstorm for possible causesIncubate the ideasAnalyse and evaluate

Quality – The Foundation Of Our Future

What can we do to improve quality?

R REMEDIES Talk about problems then think about solutions

I INTEREST It is your job quality is everyone’s responsibility

G Get it right first timeH Help yourself by helping othersT Tell people. Don’t assume they know

Make Sure It’s RIGHT

Quality