More Related Content Similar to Total Quality Process (TQP) (20) More from Flevy.com Best Practices (20) Total Quality Process (TQP)2. Objectives
By the end of this program, you would be able to:
• Explain the Principles of Quality
• Define the Four Key Activities for managing quality
• Explain the need for a culture change, starting at the top
• Demonstrate a personal commitment to total quality
• Describe how to create quality awareness and educate employees
on quality management and improvement
• Describe how to put the systems for TQP into motion, including
measuring quality
• Identify ways to sustain TQP activities
• Understand a manager‟s role in quality improvement
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4. Goals of Productivity
• High-quality products and services
• Bigger market share
• Higher standard of living
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5. Understanding the Principles of
Quality
• Vision
• Benefits of quality
improvement
• Five Quality Principles
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7. Impact of Problem Solving
Sporadic Departure
from Standard
Performance
Original Zone of
Control
Problem Solving
(Process Improvement)
Holding the Gain - Control
New Zone of
Control
Time
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8. Activity: Benefits of Quality
Improvement
Time: 5 mins
1.
List any areas where your company currently has
strengths in quality
2.
List any areas where your company has
weaknesses in quality
3.
What benefits of quality improvement can you see
for your company?
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9. The success of a Quality transformation
starts from process changes
Culture
Attitude
The way we think
Behavior
The way we act
Work Systems
& Processes
The changes we make
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10. Five Quality Principles
The five quality principles form the basis for
managing and improving quality in a
company:
1. All work is a process
2. Quality means meeting requirements
3. We focus on processes by measuring
4. Our quality standard is 100% right
5. The system for quality is prevention
Source: Adapted from the Four Quality Absolutes by Philip Crosby
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11. Definition of Quality
• Quality means meeting requirements
• The word “quality” means different things to
different people
For example, “quality” may mean “expensive” to one
customer. To another, the word may mean “durable”.
• To improve quality, we need a simple, clear
definition that means the same thing to
everyone
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12. Quality Standard
• Our quality standard is 100%
right
Zero defect
6 sigma quality (3.4 ppm)
An attitude for continuous
improvement
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14. 4 Key Activities
1. Make a commitment
2. Plan for Quality management
3. Put Quality systems in motion
Vision, Mission,
Shared Values & Five
Quality Principles
4. Keep Quality going
Quality
Management
Act
Plan
Check
Do
Quality
Improvement
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15. Make a Commitment
1.1 Starting at the Top
• Establish a Quality vision
• Participate in the Quality management process
• Demonstrate a personal commitment
• Communication by senior leaders
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16. Plan for Quality Management
2. Plan for Quality Management
2.1 Form a Quality Management Team
2.2 Create awareness
2.3 Educate everyone
2.4 Prepare for goal setting
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17. Plan for Quality Management
2.2 Create Quality Awareness
• Make everyone aware of the commitment to
Quality
• Responsibilities:
Provide employees with reading and viewing materials
supporting Quality efforts
Publicize through intranet, newsletters, emails, etc.
Participate in awareness events, e.g. poster/slogan
competition
Communicate with customers and suppliers
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18. Plan for Quality Management
2.3 Quality Education Process
• Process control
Plan-Do-Check-Act (PDCA)
• Quality improvement tools
Process analysis tools
Measurement tools
Senior
Management
Problem solving tools
Quality
Management
Act
Check
Team-building tools
Plan
Do
Quality
Improvement
Front Lines
Focus
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19. Plan for Quality Management
Activity: Communication
• Discuss and list ideas for developing
and communicating plans for the
Quality initiative.
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Time: 10 mins
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20. Put Systems in Motion
3.1 Set Up Work Process
Measurements
• To identify whether or not work processes are
meeting requirements
• Help departments identify what to measure
Input/Output criteria (SIPOC)
• Introduce a company-wide measurement chart
Organization scorecard
• Review results and publicize success stories
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21. Put Systems in Motion
3.2 Measure Quality
• Measure defects, e.g. COPQ
• Explain to key staff how quality is measured
• Use these measurements to manage the quality
improvement process
• Tips for measurements:
Use the Pareto principle
No need to be 100% accurate
System should provide a good, overall picture
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22. Put Systems in Motion
Why Measure COQ?
• Gain senior management commitment - $$$
• A scorecard with a common unit of
measurement ($, or as % of sales)
• An effective tool to measure and prioritize
improvement efforts
• Allocate resources for quality improvement
• Help set and monitor departmental quality
improvement targets
• Determine effectiveness of the quality plan
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23. Put Systems in Motion
What COQ Is Not
• Cost of quality is NOT the price of creating a quality
product or service. It is the cost of NOT creating a
quality product or service.
• Every time work is redone, the cost of quality increases.
Examples include:
The reworking of a manufactured item
The retesting of an assembly
The rebuilding of a tool
The correction of a bank statement
The reworking of a service, such as the reprocessing of a loan
operation or the replacement of a food order in a restaurant
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24. Put Systems in Motion
Cost of Conformance (COC)
• The costs incurred in ensuring that things
are done right the first time
• Examples:
Quality training
Quality auditing
Inspections and tests
Process capability studies
Vendor assurance
Continuous improvement programs
Customer satisfaction surveys
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25. Put Systems in Motion
3.3 Form Quality Action Teams for
Solving Problems
• To systemize corrective and preventive actions
• Appoint a “Quality Coordinator” to:
Receive quality improvement requests
Determine the necessary skills and identify employees
for ad hoc quality improvement
Assign problems to specific QATs
Monitor the status of team activities
Follow up with teams to ensure problems are solved
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26. Keep Quality Going
4. Keep Quality Going
• Ensure activities are ongoing so as to sustain the
Quality implementation
process
• Review and recognize
Quality Management
Team success
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27. Keep Quality Going
4.2 Review Quality Management
Team Success
• To renew and improve the Quality Management
Team
• Recognize QMT success
• Identify and select new members for the QMT
• Train and educate new members
• Recognize outgoing members for their
participation
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29. Hoshin Kanri (Policy Deployment)
• A planning tool that helps us identify the key
focal points and strategies we will use to steer
us towards our vision.
• Focus on vital few goals
• Enables everyone to „see‟
where we‟re going and
our plans to get there
• Build plan and strategies
as a team
• Shared responsibility for
getting results
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30. Eight Steps of Problem Solving
1
Select the Theme
2
Plan the Schedule
3
Grasp the Present Situation
4
Establish the Target
5
Analyze the Cause & Identify Corrective Action
6
Implement Corrective Action
DO
7
Evaluate the Result
CHECK
8
Standardize & Follow-up
ACT
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PLAN
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31. Problem Solving Tools
• Not the intent of this presentation to go into the
details of problem solving tools, as the main
focus is on the overall Total Quality Process
• However, we will highlight two of the most
important tools:
Pareto Chart
Case & Effect Diagram
(Note: For details on the PDCA problem solving process and tools, please visit our
website for the specific presentation deck.)
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32. Example: Pareto Chart
Pareto Chart
Pizza Defects
35
120%
30
Occurences
25
80%
20
60%
15
40%
10
20%
5
-
Wrong Toppings ColdPizza Late
Pizza
Wrong Crust
Tastes Forgot Breadsticks No Change in Box
Bad
Driver Had Smashed Wrong Price
Driver Rude All other
Quantity
29
25
22
13
10
7
4
3
2
1
25%
46%
64%
75%
84%
90%
93%
96%
97%
98%
100%
% of Total
25%
21%
19%
11%
8%
6%
3%
3%
2%
1%
0%
2
Cum %
Cumulative Percent
100%
2%
Time Period:
January-02
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33. Cause & Effect Diagram
Causes (Xs)
Manpower
Method
Effect (Y)
Machine
cause
Problem
Statement
Environment
Measurement
Material
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35. 3 Cornerstones
• Problem solving
We have covered this earlier, and so we will focus on
the next two cornerstones
• Project Management
• Change management
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36. Project Management
• Key elements:
Project charter
Project plan
Project execution and monitoring
Project close out
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37. Understanding Responses to Change
It is key to understand and leverage is the rate and pace
at which people adapt to change
Enrollment Curve
Source: Atlanta Consulting Group
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38. 10 Steps to Dealing with People
Challenges
1. Develop a Team Charter
2. Select appropriate team members
3. Inform everyone who is either involved in the
project or impacted by the project
4. Develop team ground rules at the first meeting
5. Make sure everyone understands their role
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39. Moving Towards a Quality Culture
Culture
Attitude
The way we think
Behavior
Work
Processes &
Systems
The way we work
The changes we make
through TQP
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40. Keys To Success
• As a team – be open minded and supportive
• Understand TQP concepts
• Effectively use Quality management and
improvement and tools
• Keep it simple
• Becoming a truly quality-oriented organization is
a journey and will not be made without some
discomfort
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41. The Attitude
“Whether you think
you can, or you
think you
can’t, you’re right.”
- Henry Ford
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42. END OF PRESENTATION
For more information about our
services, please visit
www.oeconsulting.co
m.sg
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