quality management – “it’s not just for products anymore”...marhevko, jd. “the new manager...
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Quality Management“It’s not just for products anymore”
Presented to the Inland Empire Section of ASQby
Daniella Biletski CQE, CMQ/OEVice Chair ASQ Certification Board
May 16, 2007
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Quality Management – what is it?
Theory XTheory YTheory ZTQMTeam BuildingTraining
Little ‘q’Policies / ProceduresProduct/Service complianceCustomer/Supplier AuditsMetricsCost of Quality
People Process
PerformanceCorrective/Preventive Action Project ManagementLean/Six SigmaStrategic PlanningBig ‘Q’
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Trends in the US (80s, 90s and today)Focused attention on how products and services meet technical specifications.
Businesses establish quality-control departmentQuality management tasks assigned to functional departments rather than specific quality departmentsScope of quality management was broadened from
Operations only (little Q) to all activities (big Q) External customers to external and internal customers
Expansion in the use of quality teamsDecision making delegated to lower levelsSuppliers and customers are included
in quality activities
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Results of trends in quality managementFlatter organizationsIncrease in X-functional teamsParticipation in planning by front line teamsChanging organizational boundariesDecrease in size / increase in outputShift to group reward system
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What is Quality Management today?The role of quality professionals is evolving at all levels – Quality Management is no differentThe Quality Management Division surveyed current Certified Quality Managers The ASQ Certification Board approved the new Certified Manager of Quality/Organizational Excellence (CMQ/OE), effective with the March 2006 administration.
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Certified "Managers" by Title(Regardless of Industry)
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The Professions of "Other" Certified Quality Managers
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ualit
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stry
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Today’s Quality ProfessionalLeads and champions process-improvement initiativesFacilitates, coaches, and mentorsMotivatesManages projects and human resourcesAnalyzes financial situationsDetermines and evaluates riskEmploys knowledge management tools and techniques
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Certified Manager of Quality /
Organizational Excellence(CMQ/OE)
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Body of KnowledgeLeadershipStrategic Plan Development and DeploymentManagement elements and methodsQuality Management ToolsCustomer-Focused OrganizationsSupply Chain ManagementTraining and Development
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Leadership: Organizational Structures & Culture
Basic organizational designs: matrix, flat, parallel, etc.Management hierarchy and its influence in an organization. Characteristics of an organization that determine or underlie its culture.
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Leadership:Challenges
Roles and responsibilities of leadersRoles and responsibilities of managersChange managementMotivating, influencing, negotiating, resolving Empowerment
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Leadership:Teams and Team Processes
Types of teamsStages of team developmentTeam-building techniquesTeam roles and responsibilitiesTeam performance and evaluation
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Strategic Plan Development & Deployment:Strategic Planning Models
Basic elements of systematic strategic planning modelsBusiness Environment AnalysisMarket forcesStakeholder analysisTechnologyInternal capability analysis Legal and regulatory factors
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Strategic Plan Developmentand Deployment
Strategic Plan DeploymentResource allocation and deployment Organizational performance measurementQuality function in strategic deployment
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Management Elements & Methods: Management Skills & Abilities
Principles of managementManagement theories, styles, and toolsInterdependence of functional areasHuman resources (HR) management Financial managementRisk managementKnowledge management
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Management Elements & Methods: Communication Skills & Abilities
Communication BasicsCommunication in a global economyCommunications and technology
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Management Elements & Methods: Project Management
Project Management ToolsProject Planning and estimation toolsMeasure and monitor project activityProject Documentation
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Management Elements & Methods: Quality System
Quality Mission and PolicyQuality Planning, deployment, and documentation Quality System effectiveness
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Management Elements & Methods: Quality Models & Theories
MBNQA Criteria for Performance ExcellenceISO and other third-party standards Other quality methodologiesQuality philosophies
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Quality Management Tools:Problem-Solving Tools
The seven classic quality toolsBasic management and planning toolsProcess improvement toolsInnovation and creativity toolsCost of quality (COQ)
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Quality Management tools:Process Management
Process GoalsProcess AnalysisLean toolsTheory of constraints (TOC)
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Quality Management tools: Measurement: Assessment & Metrics
Basic statistical use SamplingStatistical analysisTrend and pattern analysis Theory of variationProcess capability Reliability and validityQualitative assessmentSurvey analysis and use
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Customer-Focused Organization
Customer Identification & SegmentationCustomer Relationship Management
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Supply Chain ManagementSupplier SelectionSupplier CommunicationsSupplier PerformanceSupplier ImprovementSupplier Certification,
Partnerships, and AlliancesSupplier Logistics
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Training and DevelopmentTraining PlansNeeds AnalysisTraining Materials/Curriculum
Development and Delivery Training Effectiveness
and Evaluation
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Quality Management is not just a title Integrated into leadership trainingIntegrated into collegiate curriculaTranscends functionsTranscends level of managementTranscends industries
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Quality Management: A foundation for excellence
MALCOM BALDRIGE AWARD1. Leadership2. Strategic Planning3. Customer & Market
Focus4. Information &
Analysis5. Human Resource
Focus6. Process Management7. Business Results
CANADIAN AWARD FOR EXCELLENCE
1. Leadership2. Planning3. Customer Focus4. People Focus5. Process Management6. Supplier/Partner Focus7. Overall Business
Performance
EUROPEAN QUALITY AWARD
1. Leadership2. Policy & Strategy3. People4. Partnership &
Resources5. Processes6. Customer Results7. People Results8. Society Results9. Key Performance
Results
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Managing Quality in a global economyASQ has 25 member-led groups
Functional forums/divisionsAudit, Customer/Supplier, Quality Management, Inspection, Lean Enterprise, Reliability
Industry specificAutomotive, Aviation Space & Defense, Biomedical, Education, Construction, Human Development & Leadership, Service Quality
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People + Process + Performance
Quality Management professional
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BibliographyBeechcroft, Dennis. “Defining Excellence.” Quality Management Forum. Fall 2006. www.asq.orgChua, Richard C. H., Defeo, Joseph, Gryna, Frank M. 2007. Juran’s Quality Planning and
Analysis for Enterprise Quality 5th ed.. New York, NY. The McGraw-Hill Companies.Denney, Bill. “Essentials for Excellence.” Quality Management Forum. Fall 2006. www.asq.orgKossoff, Leslie L. “What Managers need to know about Quality (Part 1)” www.kossoff.com.
December 2006.Kossoff, Leslie L. “What Managers Need to Know About Quality - Part 2 The Manager's Role.”
www.kossoff.com. December 2006.Marhevko, JD. "Preparing for the Certified Manager of Quality/Organizational Excellence
(CMQ/OE)." Quality Management Forum. Q305. www.asq.org.Marhevko, JD. “A fond Farewell to the Certified Quality Manager. Hello to the Certified
Manager of Quality/Organizational Excellence (CMQ/OE).” Quality Management Forum. Q405. www.asq.org.
Marhevko, JD. “The New Manager Exam Certified Manager of Quality/OrganizationalExcellence (CMQ/OE).” Quality Management Forum. Q106. www.asq.org.
Marhevko, JD. “Profiling today’s Certified Quality Manager of Organizational Excellence and should you be one?” Quality Management Forum. Q206. www.asq.org
Oakes, Duke. & Westcott, Russell T., Editors. 2001. Certified Quality Manager’s Handbook 2nded. Milwaukee. WI: Quality Press