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Continuous improvement and tqm [short version]
- 1. 4-P cycle of continuous improvement People (Skilled, motivated people who can handle change. Less stress.) Productivity Products (Less wasteful, more (Satisfied customers efficient use of all because of better resources.) quality goods/services.) Processes (Faster, more flexible, leaner and ethical organizational processes. Organizational learning.)
- 2. Continuous improvement PLAN Objectives and processes to meet customer needs and organisational policies. DO Implement processes. CHECK Monitor & measure processes. Report results. ACT Adapt, improve and change processes.
- 3. What is Total Quality Management? (TQM) Schonberger: TQM is ‘continuous, customer-centred, employee-driven improvement.’ Principles of TQM: Do it right the first time to eliminate costly rework Listen to and learn from customers and employees Make continuous improvement an everyday matter Build teamwork, trust and mutual respect
- 4. Total Quality Management Human issues in quality improvement (W. Edwards Deming) • Formal training in statistical process control techniques and teamwork • Helpful leadership, rather than order giving and punishment • Elimination of fear so employees will feel free to ask questions • Emphasis on continuous process improvements rather than on numerical quotas • Teamwork • Elimination of barriers to good workmanship
- 5. Quality in practice • What needs to be Delivery processes done? • To what standard? Service standards • How? Drivers
- 6. What needs to be done? Processes • Start by deciding on your key processes in terms of delivering a service to the customer. • Map out the processes defining the steps that need to be taken. • Identify the critical steps.
- 7. To what standards? Standards • It makes sense to set standards against the critical steps you have already identified. • It also makes sense to measure the critical steps in the process so make standards measurable. • When setting standards it may be useful to consider the acronym SMART Specific, Measurable, Achievable, Realistic, Timed
- 8. How? Drivers • Apply the Drivers to the process to achieve your Standards. – Leadership, people, policy and strategy, networks and resources. • Make an action plan showing how each of the enablers relates to the process and how the enablers can ensure standards are met. • The objective is to create a working action plan – keep it concise and accept that it will evolve.
Hinweis der Redaktion
- So by taking this approach, we are trying to help you establish what needs to be done – what you and your people need to do. To what standard – what stages of the process are critical and to what standard must they adhere – what needs to be done to ensure processes do not break down and customers are delighted And the difficult bit – how do you achieve these standards – how do you capitalise on your resources. A lot of criticisms of the excellence model relate to its separate boxes and lack of integration. We’ll work hard to get around this problem and look at how to use the EFQM framework as a pragmatic approach to simply making sure you have considered everything when developing your action plan. Last on the list – but throughout the day we’ll talk about reconsidering what you are doing and developing acheivable approaches to improving performance.
- Everything you do can probably be described in process terms but its best to start with some of your key processes that are critical and customer facing. They are likely to be fairly core and general. If you map out the process you are forced to really start thinking about what should happen. More often than not if you think about an existing process you will find that elements exist which have no specific owner or procedure so much is left to initiative guess work – this is where problems tend to emerge – people feel they are filling a gap out of the goodness of their heart but will not be accountable for the results. Clarity reduces errors and makes the identification and allocation of resources far easier. There will be certain critical steps – its probably true to say that every thing must be right first time but certain stages in the process have more significant implications if they go wrong – particularly in terms of visible impact on the customer.
- It makes sense to set standards against these critical stages and to make them central to any process of measurement and evaluation. There are clearly various sources of standards, the national guidelines and Quality Mark being but 2. Brian will talk about Quality Mark later. I think there is a fair amount of benefit to be had from standards on an operational level in that they are useful in helping you understand what you are working towards. As such I think care taken in wording, clarity, communication and realism will pay off. SMART
- As we’ve already said one of the criticisms of the excellence model and the way it is used is that people tend to use these boxes as separate isolated factors and don’t bring them together. What we are trying to achieve with this framework is a working action plan so frankly the use of EFQM wording and structure is fairly irrelevant but it is very useful to go through the process of considering the factors involved. You may find it useful to start off by giving the Action Plan a time frame or starting off by developing a high level plan or developing an action plan for Drivers rather than processes. Alternatively once you have developed a high level plan you may wish someone else to draw up a plan as to how they will achieve some of your objectives.