The quest for quality is an analysis of the TQM related case study

1. PRESENTED TO
DR. MAHR
MUHAMMAD SAEED
AKHTAR
Presented by
Mamoona Shahzad
MP/2012-27

3.  Name of the district
 Near Fresno, California
 Clovis current enrollment is 23,000 and
has increased 43% over the last five
years. A measure of Excellence (Strother
1991)
 In the context of this book, Clovis schools
present a paradox in that they resemble
and at times seem to deviate from
Deming’s principles.

4.  1. Create constancy of purpose
towards improvement.
 2. Adopt the new philosophy.
 3. Cease dependence on
inspection.
 4. Move towards a single supplier
for any one item.

5.  5."Improve constantly and forever
 6."Institute training on the job
 7."Institute leadership
 8."Drive out fear
 9."Break down barriers between
departments".

6.  10. Eliminate slogans.
 11. Eliminate management by objectives
 12. Remove barriers to pride of
workmanship.
 13. Institute education and self-improvement.
 14. The transformation is everyone's job.

7.  Superintendent of Clovis
Schools ( 1969-1991).
 Although he was never directly
influenced by Deming, one of his
principals enjoys referring to him as Floyd
“Deming” Buchanan.

8.  “A measure of Excellence” states
that Clovis’ emphasis on
measurement and accountability
provide the “co-ordination,
teamwork and communication.
 Measurement, then, is a glue that
sustains unity and constancy of
purpose amidst the fraying
inevitabilities of unbridled
autonomy.
 Accountability is at the heart of
the Clovis program.
Deborah
Strother

9.  An essential aspect of
sustaining “constancy of
purpose”(Deming, point1) is
vision.
 But vision is meaningless
without commitment.
 Real vision must be acted on.

10.  Measurement establishes priorities and
keep the efforts on the track.
 Ongoing measurement also guides the
effort by giving the workers indicators of
progress and information that can help
them to adjust their strategy.

11.  Insistence on measurement requires a
new kind of management, not one that
blames or punishes but one that has its
focus on progress.
 This requires trust and trust must be
cultivated carefully.
 “Trust is where people feel like their ideas
will be taken seriously.” ( Virginia Boris)

12.  According to Bishop, the biggest thing
Floyed Buchanan did was to create a
support system.
 Clovis administrators go to great lengths
to provide support when teachers
encounter barriers.
 When teachers having problems
achieving targeted goals, administrators
ask, “How can we support you?”

13.  Bishop calls it “discrepancy model”.
 This approach keeps the focus on
accomplishments and concentration on
gaps between “what is and what should
be”.

14.  To “drive out fear” (Deming’s point 8)
and real support is essential in an
accountability system.
 This support is management’s way of
removing “barriers to pride of
workmanship”.
(Deming’s point 12)
 Here we can see real similarities
between Clovis and Toyota in their
assumption that setting high
expectations and providing ample
support can help almost anyone to
become a good employee.

15.  In traditional assessment system, the only
basis for judging the performance was
the observation of the classroom and
occasional parent comments.
 But effectiveness at Clovis is very clearly
defined by the criteria by which each
student, class and school is judged.
 The using of this data for improving the
quality of instruction is equally important.

16.  Introduces a process for the assessment
of the system, which is called
› Diagnose-Prescribe-Plan-Teach-Evaluation
Resembles to Deming’s PDSA Cycle
With its emphasis on gathering precise
indicators of effectiveness and using them
first to plan, then to solve problems and then
again using the same precise evidence for
further planning.

17.  Clovis saves money by buying the very
best equipment rather than the least
expensive.
 According to Buchanan, “it only costs
about 10% more to buy high-quality
equipment that lasts twice as long as
lower-priced equipment.”(Deming’s
point 4,about buying from quality
suppliers rather than from the lowest
priced vendor).

18.  Clovis has succeeded because
measurement is central to everything it
does. The data they routinely collect is at
the heart of their success. It promotes team
work, informs their staff training efforts and
enables them to recognize and reinforce
excellence. Clovis demonstrated that
where educational processes are carefully
monitored, adjusted and where employee
feel secure and supported in their efforts to
improve, they can meet the highest
expectations.

19. Thanks a lot and
ALLAH HAFIZ