This document discusses concepts related to total quality management (TQM) and continuous improvement. It defines TQM as a team-based cooperative approach to doing business that relies on talents and capabilities to continually improve quality and productivity. It contrasts the traditional and TQM approaches to management and outlines a five-phase approach to implementing TQM, including preparation, planning, assessment, implementation, and diversification. It also discusses tools like benchmarking and quality awards like the Malcolm Baldrige National Quality Award.

2. TQM
and Continuous Improvement
1. Signs of Un-quality
2. Quality Defined
3. TQM Defined
4. Traditional vs. TQM Culture
5. TQM: How It Is Achieved
6. Tools for Generating Ideas
7. Five-phase Approach to
Implementation
8. The Malcom Baldrige Quality Award

3. Signs of Un-Quality
Process Number of
Time Inspections
Increases Increases
Experienced
Micro-
Workers
Management
Leave
Customer Number of
Complaints Meetings
Increase Increases

4. Quality. . .
. . . Is a dynamic state associated
with products, services, people,
processes, and environments that
meet or exceed current
expectations.

5. TQM: A Definition
TQM is a team-based cooperative
form of doing business that relies
on talents and capabilities to
continually improve quality and
productivity.

6. Two Key Philosophies:
۰Continuous Improvement

7. Traditional vs. TQM Culture
Aspect Traditional TQM
Mission Maximize ROI
Short term, Long and short term,
Objectives
Inconsistent consistent
Open, encourages
Management
employee input
Issue orders, Coach, remove barriers,
enforce build trust
Customer Not highest priority, Highest priority,
Requirements may be unclear identify and understand

8. Traditional vs. TQM (cont.)
Aspect Traditional TQM
Assign blame, Identify and
Problems
punish resolve
Not systematic, Systematic,
Problem solving
individuals teams
Improvement Erratic
Adversarial Partners
Narrow, Broad, more
Jobs
specialized general
Focus Product

9. Elements of TQM
۰Continuous improvement
۰Competitive benchmarking
۰Employee empowerment
۰Team approach
۰emotions based on facts, not
Decisions
۰Knowledge of tools
۰Supplier quality

10. Tools for Generating Ideas
۰Brainstorming
۰Quality Circles
۰Benchmarking

11. Benchmarking
۰Best? Organization Does It the
What
۰How Do They Do It?
۰How Do We Do It Now?
۰How Can We Change to Match
or Exceed the Best?

12. Tools for Generating Ideas
۰Brainstorming
۰Quality Circles
۰Benchmarking
۰The 5W2H approach

13. The 5W2H Approach
۰What?
۰Why?
۰Where?
۰When?
۰Who?
۰How?
۰How Much?

14. Five-Phase Approach to
Phase 1: Implementation
Preparation
Phase 2: Planning
Phase 3:
Phase 4: Implementation
Phase 5: Diversification

15. Phase 1: Preparation
۰Develop A Vision Statement
۰Develop Goals
۰Outline Policy
۰Communication
۰Empowerment

16. Phase 2: Planning
۰Forming A Team
۰Training
۰Identifying Expectations
۰Identifying Obstacles
۰Selecting & Training A Coordinator
۰Prioritizing
۰Identifying Support Services

17. Phase 3:
۰Customer Survey
۰Organizational Assessment
۰TQM Planning Inventory
۰Training Feedback

18. Phase 4: Implementation
۰Personnel & Training Support
Selecting
۰Training Management & the Workforce
۰Executive Reinforcement
۰Controlling

19. Phase 5: Diversification
۰Supplier Involvement
۰Competitive Analysis
۰Select Strategic Suppliers
۰Certify Suppliers
۰Networking

20. Baldrige Award Criteria Framework
Goal
System
•Customer
“Driver” Management Satisfaction
of Process •Customer
Quality Customer satisfaction
Focus and relative to
Human Satisfaction competitors
Senior Resource •Market Share
Executive Development
Leadership and Measures of
Management Quality and Progress
Operational
Strategic Results
Quality •Product and
Planning service quality
•Internal quality
and productivity
Information •Supplier quality
and Analysis

21. Baldrige Award Winners
Motorola’s quality control problems:
۰poorly designed assemblies
۰incorrect parts ordered or
shipped by suppliers
۰defective or damaged parts
from suppliers
۰machinery incapable of
operating within control limits
۰insufficient training

22. Baldrige Award Winners
AT&T’s Three Priorities for Quality
۰First, to step up their efforts to have
the best quality in the world.
۰Second, to keep striving for an operating
style and behavior that focused more
sharply on customer needs.
۰Third, to continue to develop into a truly
global corporation.

23. Baldrige 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.

24. Baldrige 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

25. Baldrige 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

26. Baldrige 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

27. Baldrige 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

28. Baldrige 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.

29. Ten 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.

30. Ten 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.