TOTAL QUALITY JOURNEY: WHERE ARE WE GOING?PRAMOD BAHADUR SHRESTHAPROFESSOR (retired), INSTITUTE OF ENGINEERING, NEPALKathmandu

12 Feb., 2009

PRESENTATION OUTLINE

THE QUALITY JOURNEY – WHERE ARE WE GOING??? WHAT IS QUALITY? CONCEPT OF QUALITY. QUALITY MANAGEMENT IS ABOUT PEOPLE. FOUR-STAGE QUALITY TRANSITION MODEL. QUALITY MANAGEMENT SPIRAL. PDCA QUALITY CYCLE 7 STEPS PROBLEM SOLVING PROCESS AND PDCA CYCLE. FIVE PILLARS OF A QUALITY SYSTEM. ISSUES IN DEVELOPING/IMPLEMENTING A QUALITY SYSTEM. QUALITY OPERATION MANAGEMENT PYRAMID. BALANCED SCORECARD SYSTEM – A QUALITY SYSTEM. CONCLUSION – THE CONCEPT OF ‘DOING’ AND ‘BEING’

JAPANESE VS WESTERN CONCEPT OF QUALITY.

“THE TOTAL QUALITY JOURNEY”

• THE QUALITY JOURNEY!

Quality Control(Inspection) Quality Assurance Total Quality

Management (TQM)????

Product Process System ?

THE QUALITY JOURNEY!

• In his book Completeness: Quality for the 21st Century, Quality Guru, Phil Crosby, tries to explain that on the quality journey why we do not just-do-it. He puts it this way:

 • “What do we do after Total Quality Management? People ask me that

question continuously…. They forget or perhaps do not know, that I have never recommended that they fool around with TQM in the first place. They are just a set of initials without definition or formation that have been used by organizations to avoid the really hard work of managing quality. The problem of quality has always been management’s lack of understanding of their responsibility for causing a culture of prevention in their company. That is what quality management is supposed to do. It is a matter of determining exactly what the customers (both internal and external) want; describing what has to be accomplished in order to give that to the customer; and then meeting the requirement every time.”

 

QUALITY = EXPENSIVE OR LUXURIOUS?

QUALITY = CONFORMANCE TO SPECIFICATION?

QUALITY = MEETING CUSTOMER REQUIREMENTS?

Quality, by this definition, is judged by reference not to the ‘THING’ – the product or service – but to the customer, who buys or uses the thing.

You can’t decide whether the product or service represents ‘QUALITY’ without reference to those who use it. It is the VERDICT of the CUSTOMER – not some chosen criteria of the product or service which matters.

• CONCEPT OF QUALITY

Quality is a relative term.Quality = Fitness for UseQuality = Customer Satisfaction + Continuous Improvement + System QualityQuality = Means to an End

• To put in place a Quality Assured System an Organization must have a STRATEGIC PURPOSE. Mainly , it will aim at achieving both CUSTOMER SATISFACTION and INTERNAL and EXTERNAL EFFECTIVENESS and EFFICIENCY of the organization.

“Find people you can trust – and then trust them” Confucius

“Find people you can trust, then train them, and then trust them” Quality Management

Peak performance is attained when individual goals coincide with organisational goals and the organisational

environment.

ZONE OF PEAK PERFORMANCE

ORGANISATIONAL GOALS

INDIVIDUAL GOALS

ORGANISATIONAL ENVIRONMENT

ORGANISATIONAL GOALS

INDIVIDUAL GOALS ORGANISATIONAL

ENVIRONMENT

“ Quality Programmes that fail do so for one or two reasons; they have passion without systems or systems without passion”

Tom Peters, “Thriving on Chaos”

4

3

2

1

QUALITY EMPOWERMENT Everyone involved in planned and/or voluntary self sustaining improvement activity

QUALITY MANAGEMENT All improvements aiming in the same direction

QUALITY PROMOTION Almost everyone trying to do things better

QUALITY AWARENESS

A few champions trying something

GLOBAL COMPETITIVENESS

FOUR- STAGE QUALITY TRANSITION MODEL

Total Quality – the ongoing journey

A. Diagnosis and preparation

B. Commitment and Planning

C. Implementation

D.Audit and preparation

CUSTOMER OBSESSION

POLICY FOR QUALITY

QUALITY SYSTEM

P D C A

P = PLAN

D = DO

C = CHECK

A = ACT

Quality PlanningQuality

AssuranceQuality Control

Quality Improvement

(Focused on Doing and Checking)

QMS

(Problem – Solving Process)

1

2

3

4

5

6

7

Identification of Theme

Data Collection and Analysis

Causal Analysis

Solution Planning and Implementation

Evaluation of Results

Standardization

Reflection and Next Problem

What

Why

Who When Where How

• FIVE PILLARS OF A QUALITY SYSTEMEach pillar depends upon the other four, and if one is weak all is weak

PRODUCT: Product is the focal point for organization purpose and achievement.

PROCESS: Quality in the product is impossible without Qualityin the Process.

ORGANIZATION: Quality in the process is impossible withoutthe right Organization.

LEADERSHIP: The right organization is meaningless without aneffective and efficient leadership

COMMITMENT: Strong, bottom-up commitment is the support pillar for all the rest.

• EIGHT STEPS APPROACH IN DEVELOPING AND IMPLMENTING A QUALITY MANAGEMENT SYSTEM.

1. Determining the needs and expectations of customers and other interested parties;

2. Establishing the Quality Policy and Quality Objectives of the Organization.

3. Determining the core processes and responsibilities necessary to attain the Plans and Objectives;

4. Determining and providing the resources necessary to attain the Objectives;

5. Establishing methods to measure the effectiveness and efficiency of each process;

6. Applying these measures to determine the effectiveness and efficiency of each process;

7. Determining means of preventing nonconformities (defects) and eliminating their causes;

8. Establishing and applying a process for continual improvement and improving the Quality Management System.

• QUALITY OPERATION MANAGEMENT PYRAMID

Work instructions

Forms and Formats

Quality Manual:(Policy Level Document)

Procedures Manual(Operating Procedures)

• WHAT IS IN THE QUALITY MANUAL? the process needed for the Quality Management System;

       the sequence and interaction of these processes;       the criteria and methods to ensure effective and efficient

operation and control the processes;       availability of information and data necessary to the

effective operation and monitoring of these processes; and

     method of measurement, monitoring and analysis needed, in order to implement those actions that will achieve planned results and continual improvement.

• BALANCED SCORECARD SYSTEM: AN EXAMPLE OF A QUALITY SYSTEM

For the strategic intent – VISION, MISSION, STRATEGY AND OBJECTIVES – to become a reality, it is necessary that all levels of management contribute collectively to its attainment. This requires that officers at all level of the organization should develop an understanding of how they should perform. In other word, the overall long term objectives of the organization as a whole must be broken down into operational measures ( or we can say Key Performance Indicators or Key Performance Areas – KPIs or KPAs), at different levels and targets should be fixed in respect of each of the measures.

• The Balanced Scorecard System (BSC) developed by Kaplan and Norton in 1992 facilitates translation of strategic objectives into a set of performance indicators at the different levels of the organization. This is an important mechanism for linking long-term strategic objectives with short-term operational performance at the sub-unit level. With this linkage, people at the operational level will be able to visualize the link between the activities they manage and the vision, mission and strategic objectives of the organization.

Some of the questions we ask while preparing the Balanced Scorecard are:

  What is important for our customer, stakeholders or shareholders?

       How do customer perceive us?

       Which internal processes can add value?

       Are we innovative and ready for the future?

VISION, MISSION, STRATEGY

AND OBJECTIVES

INTERNAL PROCESS PERSPECTIVE

 # Which internal processes

can add value?

FINANCIAL PERSPECTIVE

 # What is important for our stakeholders?

 # What is the income and

expenditure status?

ORGANIZATIONAL PERSPECTIVE

(LEARNING AND GROWTH) 

# Are we innovative and ready for the future?

CUSTOMER PERSPECTIVE

 # How do customers

perceive us?

BALANCE SCORECARD SYSTEM: PROCESS DIAGRAM

CONCLUSION: THE CONCEPT OF ‘DOING’ AND ‘BEING’RELATED TO QUALITY (JAPANESE Vs WESTERN)

• Let me tell you something about the Japanese language and its culture. In Japanese language the two words, 'ki' and 'kokoro', which refer to the core essence of a person (in other word, who they are being) - we have to be more attuned to the difference between 'doing' and 'being'.

• These terms are as commonplace to Japanese language as 'me', 'self', 'I', and 'my' are to most western language. What this means is that a Japanese, regardless of educational attainment, is constantly cued by his language to pay attention to who they are 'being' while in the process of 'doing' something. We see this vividly in their seemingly ritualistic approach to the tea ceremony, flower arrangement or sumo wrestling. For example, it would not occur to the Japanese just to 'do' a Total Quality Management technique - of course, they would also 'be' quality.

• By contrast, the Japanese view their Western counterpart as precocious children - always chasing after the latest management technique and striving to distil it down to a recipe for 'doing'.

PUNCH LINE!

• WIDELY SHARED VISION AND MISSION (RELATED TO QUALITY JOURNEY) WITHOUT ACTION IS JUST A DREAM!

• ACTION WITHOUT WIDELY SHARED VISION AND MISSION IS WORK AS USUAL!

• WIDELY SHARED VISION AND MISSION WITH ACTION CAN MAKE A DIFFERENCE AND CHANGE AN ORGANIZATION!!

QUALITY IS AN ATTITUDE, NOT A SYSTEM. QUALITY IS NOT A SYSTEM, QUALITY IS A WAY OF LIFE.

“QUALITY IS NEVER AN ACCIDENT,” SAID ENGLISH CRITIC JOHN RUSKIN. “IT IS ALWAYS THE RESULT OF INTELLIGENT EFFORT.”

We all should remember that our frustration is directly a function of our expectation, and our expectations are often a reflection of the social mirror rather than our own values and priorities. Let us all develop our own QUALITY VALUES AND PRIORITY!

It was the great thinker T.S. Elliot who wrote in his work "Little Gidding"

• "----- the end of all our exploring will be to arrive where we started and know the place for the first time."

• This is for me our QUALITY JOURNEY

THANK YOU FOR YOUR SINCEREPARTICIPATION!