2TQM and Continuous Improvement 1. Signs of Un-quality2. Quality Defined3. TQM Defined4. Traditional vs. TQM Culture5. TQM: How It Is Achieved6. Tools for Generating Ideas7. Five-phase Approach to Implementation8. The Malcom Baldrige Quality Award
3Signs of Un-Quality Process Time Increases Number of Inspections Micro-ManagementExperiencedWorkersLeaveCustomerComplaintsIncreaseNumber ofMeetingsIncreases
4Quality. . .. . . Is a dynamic state associated with products, services, people, processes, and environments that meet or exceed current expectations.
5TQM: A DefinitionTQM is a team-based cooperative form of doing business that relies on talents and capabilities to continually improve quality and productivity.
7Traditional vs. TQM Culture Aspect Traditional TQMMissionMaximize ROIObjectivesShort term,InconsistentLong and short term,consistentManagementOpen, encouragesemployee inputIssue orders,enforceCoach, remove barriers,build trustCustomerRequirementsNot highest priority,may be unclearHighest priority,identify and understand
8Traditional vs. TQM (cont.) Aspect Traditional TQMProblemsAssign blame,punishIdentify andresolveProblem solvingNot systematic,individualsSystematic,teamsImprovementErraticAdversarialPartnersJobsNarrow,specializedBroad, moregeneralFocusProduct
9Elements of TQM Continuous improvement Competitive benchmarking Employee empowermentTeam approachDecisions based on facts, not emotionsKnowledge of toolsSupplier quality
10Tools for Generating Ideas BrainstormingQuality CirclesBenchmarking
11Benchmarking What Organization Does It the Best? How Do They Do It? How Do We Do It Now?How Can We Change to Match or Exceed the Best?
12Tools for Generating Ideas BrainstormingQuality CirclesBenchmarkingThe 5W2H approach
21Baldrige Award Winners Motorola’s quality control problems:poorly designed assembliesincorrect parts ordered or shipped by suppliersdefective or damaged parts from suppliersmachinery incapable of operating within control limitsinsufficient training
22Baldrige Award Winners AT&T’s Three Priorities for QualityFirst, to step up their efforts to have the best quality in the world.Second, to keep striving for an operating style and behavior that focused more sharply on customer needs.Third, to continue to develop into a truly global corporation.
23Baldrige Award Winners “We listen, we learn, and we act constantly so that the quality of our products and services will keep improving.”Globe Metallurgical, Inc.
24Baldrige Award Winners Total Quality is “performance leadership in meeting customer requirements by doing the right things right the first time.We’ve developed a culture where employees involved in quality are the norm. The Total Quality attitude is so pervasive that it’s those who don’t participate who are the exception.Westinghouse Electric
25Baldrige Award Winners Leadership through quality was a long-term process meant to change the way our people worked and managed so they could continuously improve the way they met the requirements of the customers.The Baldrige process is valuable because it forces you to look at your company the way the customer sees it - not the way you think it is Xerox
26Baldrige Award Winners You can’t simply place people on teams and expect the outcome to be favorable. In order to achieve success, you need to create an atmosphere that is conducive to teamwork and establish some guidelines.The Wallace Company
27Baldrige Award Winners A business can survive only through improvement. The Baldrige forces you to stay on your toes.It’s a beautiful system. I think companies will take it seriously, use it primarily as a tool for improvement, and work hard to reap tremendous benefits in a short period of time.Granite Rock
28Baldrige Award Winners Eight great benefits Baldrige has brought:1. More aggressive, strategic goal setting.2. Enhanced quality awareness.3. Improved customer awareness.4. Better benchmarking.5. Development of new, quality-driven operations.6. Improved supplier management.7. Stronger employee participation and recognition.8. Problem-solving through teambuilding.
29Ten Commandments of Continuous Improvement 1. Put the customer first.2.3. Design quality into products and services.4. Improve everything, continually.5. Create and support a safe and open work environment.
30Ten Commandments of CI (cont.) 6. Do not shoot the messenger.7. Stop imitating the Japanese.8.9. Do not sacrifice long-term improvements for short-term profits.10. Quality is not enough.