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© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
tem...
© Operational Excellence Consulting. All rights reserved. 2
Contents (1 of 2)
1. Deming’s 14 Points for Management
2. Jura...
© Operational Excellence Consulting. All rights reserved. 3
Contents (2 of 2)
21. Cause & Effect Diagram
22. Six Sigma
23....
© Operational Excellence Consulting. All rights reserved. 4
Deming’s 14 Points for Management
1. Create constancy of purpo...
© Operational Excellence Consulting. All rights reserved. 5
The Juran Trilogy is an improvement cycle that is meant to red...
© Operational Excellence Consulting. All rights reserved. 6
Juran’s 10 Steps to Quality Improvement
1. Build awareness of ...
© Operational Excellence Consulting. All rights reserved. 7
1. Quality means conformance to requirements
2. Quality comes ...
© Operational Excellence Consulting. All rights reserved. 8
Ishikawa’s Six Principles for Quality Transformation
1. Qualit...
© Operational Excellence Consulting. All rights reserved. 9
Toyota’s 14 Management Principles (“The Toyota Way”)
1. Base y...
© Operational Excellence Consulting. All rights reserved. 10
The Baldrige framework takes a holistic, systems approach in ...
© Operational Excellence Consulting. All rights reserved. 11
Australian Business Excellence Framework (ABEF)
ABE Framework...
© Operational Excellence Consulting. All rights reserved. 12
The Canadian Framework for Business Excellence is used by num...
© Operational Excellence Consulting. All rights reserved. 13
The Deming Prize award criteria lays the framework for organi...
© Operational Excellence Consulting. All rights reserved. 14
The Singapore Business Excellence Framework provides
organiza...
© Operational Excellence Consulting. All rights reserved. 15
Total Quality Management (TQM) Model
Source: John Oakland
TQM...
© Operational Excellence Consulting. All rights reserved. 16
ISO 9001:2015 quality management system establishes proven
pr...
© Operational Excellence Consulting. All rights reserved. 17
The Kano Model can help any team or organization get a better...
© Operational Excellence Consulting. All rights reserved. 18
The Balanced Scorecard focuses the entire organization on fin...
© Operational Excellence Consulting. All rights reserved. 19
Hoshin Kanri Strategy Deployment Process focuses and aligns t...
© Operational Excellence Consulting. All rights reserved. 20
1. IDENTIFY WHAT IS TO BE BENCHMARKED
2. IDENTIFY COMPARATIVE...
© Operational Excellence Consulting. All rights reserved. 21
The Deming or Plan-Do-Check-Act cycle defines a simple and
sy...
© Operational Excellence Consulting. All rights reserved. 22
The PDCA problem solving process is a generic approach to pro...
© Operational Excellence Consulting. All rights reserved. 23
The six sources of variability in a system are used to unders...
© Operational Excellence Consulting. All rights reserved. 24
Six Sigma DMAIC is a data-driven improvement cycle used for
i...
© Operational Excellence Consulting. All rights reserved. 25
Cost of quality iceberg
Rework
Defects
Re-testing
Reviews
Sys...
© Operational Excellence Consulting. All rights reserved. 26
The 7 QC tools are used to analyze the process, identify majo...
© Operational Excellence Consulting. All rights reserved. 27
A Process Model
Process
Inputs Outputs
• Input Requirements
•...
© Operational Excellence Consulting. All rights reserved. 28
Business Process Reengineering (BPR) is the fundamental
recon...
© Operational Excellence Consulting. All rights reserved. 29
The RATER model allows customer service experiences to be
exp...
© Operational Excellence Consulting. All rights reserved. 30
The House of TPS describes a holistic approach to improving s...
© Operational Excellence Consulting. All rights reserved. 31
Eight types of waste exist in our processes which can be elim...
© Operational Excellence Consulting. All rights reserved. 32
5S principles define a visual and disciplined approach to wor...
© Operational Excellence Consulting. All rights reserved. 33
Kotter’s Eight Phases of Change provides a roadmap for advanc...
© Operational Excellence Consulting. All rights reserved.
About Operational Excellence
Consulting
© Operational Excellence Consulting. All rights reserved. 35
About Operational Excellence
Consulting
• Operational Excelle...
© Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsult...
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Total Quality Management (TQM) Frameworks by Operational Excellence Consulting

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This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.

FRAMEWORKS/MODELS INCLUDE:

1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change

To download this presentation, visit: http://www.oeconsulting.com.sg

Published in: Business

Total Quality Management (TQM) Frameworks by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models. Total Quality Management Frameworks Diagrams & Templates of Total Quality Management Frameworks & Models
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Contents (1 of 2) 1. Deming’s 14 Points for Management 2. Juran’s 10 Steps to Quality Improvement 3. Crosby’s Four Absolutes of Quality 4. Ishikawa’s Six Principles for Quality Transformation 5. Toyota’s 14 Management Principles (“The Toyota Way”) 6. Baldrige Excellence Framework 7. EFQM Excellence Model 8. Australian Business Excellence Framework 9. Canadian Framework for Business Excellence 10. Deming Prize Framework 11. Singapore Business Excellence Framework 12. Total Quality Management Model (Oakland) 13. ISO 9001 Quality Management Model 14. Kano Model 15. Balanced Scorecard 16. Hoshin Kanri Strategy Deployment 17. Xerox Benchmarking Model 18. Deming Cycle (PDCA Cycle) 19. PDCA Problem Solving Process 20. 8D (Eight Disciplines) Problem Solving Process NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 Contents (2 of 2) 21. Cause & Effect Diagram 22. Six Sigma 23. Cost of Quality Model 24. 1-10-100 Rule 25. Mistake Proofing Process 26. The Seven QC Tools 27. Process Model 28. Business Process Reengineering (BPR) 29. APQC Process Classification Framework (PCF) 30. Customer Journey Mapping 31. RATER Model for Service Quality 32. The Toyota Production System 33. Five Principles of Lean 34. Eight Types of Waste 35. Six Steps of Kaizen 36. House of Gemba 37. Gemba Framework 38. 5S Principles 39. Covey’s Seven Habits Model 40. Kotter’s Eight Phases of Change
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 Deming’s 14 Points for Management 1. Create constancy of purpose toward the improvement of products and services in order to stay competitive, stay in business and provide jobs 2. Adopt the new philosophy 3. Stop depending on inspection to achieve quality 4. Stop awarding contracts on the basis of low bids 5. Improve continuously and forever the system of production and service, to improve quality and productivity, and thus constantly reduce costs 6. Institute training on the job 7. Institute leadership Deming’s 14 Points Source: W. E. Deming
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 The Juran Trilogy is an improvement cycle that is meant to reduce the cost of poor quality by planning quality into the product/process Quality ImprovementTime Original Zone of Quality Control New Zone of Quality Control CostofPoorQuality Sporadic Spike Chronic Waste Quality Planning Quality Control (During Operations) Lessons Learned Juran’s Trilogy Source: Joseph Juran
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 Juran’s 10 Steps to Quality Improvement 1. Build awareness of both the need for improvement and opportunities for improvement 2. Set goals for improvement 3. Organize to meet goals that have been set 4. Provide training 5. Implement projects aimed at solving problems 6. Report progress 7. Give recognition 8. Communicate results 9. Keep score 10. Maintain momentum by building improvement into company’s regular systems Juran’s 10 Steps Source: Joseph Juran
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 1. Quality means conformance to requirements 2. Quality comes from prevention 3. The Quality performance standard is zero defects 4. The Quality measurement is the price of non-conformance Crosby’s Four Absolutes of Quality Management are based on the principle of ‘Doing It Right The First Time’ Crosby’s Four Absolutes of Quality Source: Philip Crosby
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 Ishikawa’s Six Principles for Quality Transformation 1. Quality first – not short-term profit first. 2. Consumer orientation – not producer orientation. Think from the standpoint of the other party. 3. The next process is your customer – breaking down the barrier of sectionalism. 4. Using facts and data to make presentations – utilization of statistical methods. 5. Respect for humanity as a management philosophy – full participatory management. 6. Cross-function management. Ishikawa’s Principles for Quality Transformation Source: Kaoru Ishikawa
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 Toyota’s 14 Management Principles (“The Toyota Way”) 1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. 2. Create a continuous process flow to bring problems to the surface. 3. Use ‘pull’ systems to avoid overproduction. 4. Level out the workload (work like the tortoise, not the hare). 5. Build a culture of stopping to fix problems, to get quality right the first time. 6. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. 7. Use visual controls so no problems are hidden. 8. Use only reliable, thoroughly tested technology that serves your people and process. Toyota’s 14 Management Principles Source: John Liker, The Toyota Way
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 The Baldrige framework takes a holistic, systems approach in viewing an organization’s performance management system across seven areas Baldrige Excellence Framework Leadership Customers Strategy Operations Workforce Integration RESULTS Measurement, Analysis & Knowledge Management Organizational Profile Source: National Institute of Standards & Technology (NIST)
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 Australian Business Excellence Framework (ABEF) ABE Framework Leadership People Strategy & Planning Results & Sustainable Performance Process Management, Improvement & Innovation Customers & other Stakeholders
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 The Canadian Framework for Business Excellence is used by numerous organizations as a management model for organizational excellence Canadian Framework for Business Excellence Source: Excellence Canada LEADERSHIP PLANNING CUSTOMER FOCUS PEOPLE FOCUS PROCESS MANAGEMENT SUPPLIER/ PARTNER FOCUS OVERALL BUSINESS PERFORMANCE PRINCIPLES FOR EXCELLENCE
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 The Deming Prize award criteria lays the framework for organizations to achieve excellence in total quality management Source: Assessing Business Excellence, Porter & Tanner The Deming Prize Framework 2. Organization 3. Information 4. Standardization 5. Human resource development and utilization 1. Policies 10. Future plans 6. Quality assurance activities 7. Maintenance/ Control activities 8. Improvement activities 9. Effects Direction ResultsImplementationSupport
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 The Singapore Business Excellence Framework provides organizations with a roadmap for excellence and helps them understand how to improve their performance I N N O V A T I O N L E A R N I N G LEADERSHIP RESULTS PLANNING INFORMATION PEOPLE PROCESSES CUSTOMERS DRIVER RESULTSYSTEM Singapore Business Excellence Framework Source: SPRING Singapore
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 Total Quality Management (TQM) Model Source: John Oakland TQM Model Culture Systems Tools Teams Process Customer- Supplier
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 ISO 9001:2015 quality management system establishes proven processes that meet the requirements of interested parties ISO 9001:2015 Quality Management Model (TEMPLATE) Organization and its context (4) Customer Requirements Customer Satisfaction Products and services Results of the QMS Needs and expectations of relevant interested parties (4) Leadership (5) Performance evaluation (9) Support & Operation (7,8) Planning (6) Improvement (10) Plan Do CheckAct
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 The Kano Model can help any team or organization get a better understanding of Customer Requirements and their impact on Customer Satisfaction Kano Model Source: Noriaki Kano Satisfaction Requirement Unfulfilled Requirement Fulfilled Dissatisfaction Performance (Satisfier) Delighters Basic (Dissatisfier)
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 The Balanced Scorecard focuses the entire organization on financial and non-financial outcomes FINANCIAL BUSINESS PROCESSES Vision and Strategy To succeed financially, how should we appear to our shareholders? LEARNING & GROWTH CUSTOMERS To achieve our vision, how will we sustain our ability to change and improve? To achieve our vision, how should we appear to our customers? To satisfy our shareholders and customers, what business processes must we excel at? Source: Kaplan & Norton The Balanced Scorecard
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 Hoshin Kanri Strategy Deployment Process focuses and aligns the organization to the core objectives of the business Source: Yoji Akao Hoshin Kanri Senior Management Implementation Teams Middle Management  Vision  Objectives  Strategy  Resources  Action  Schedule Measures Hoshin Plan
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 1. IDENTIFY WHAT IS TO BE BENCHMARKED 2. IDENTIFY COMPARATIVE COMPANIES 3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA 4. DETERMINE CURRENT PERFORMANCE “GAP” 5. PROJECT FUTURE PEROFMANCE LEVELS 6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE 7. ESTABLISH FUNCTIONAL GOALS 8. DEVELOP ACTION PLANS 9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS 10. RECALIBRATE BENCHMARKS  LEADERSHIP POSITION ATTAINED  PRACTICES FULLY INTEGRATED INTO PROCESSES Phase 1: PLANNING Phase 2: ANALYSIS Phase 3: INTEGRATION Phase 4: ACTION MATURITY Xerox Benchmarking Model helps to identify best practices which can be adapted to improve business competitiveness Source: Robert C. Camp Xerox Benchmarking Model
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 The Deming or Plan-Do-Check-Act cycle defines a simple and systematic approach to process improvement ACT CHECK DO PLAN Establish objectives and processes necessary to deliver results in accordance with customer requirements Monitor, measure, analyze and report results Improve process performance Implement the processes Source: Adapted from W. E. Deming Deming Cycle (PDCA)
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 The PDCA problem solving process is a generic approach to process improvement and applies to all types of organizations Select the Theme Plan the Schedule Grasp the Present Situation Establish the Target Analyze the Cause & Identify Corrective Action Implement Corrective Action Evaluate the Result Standardize & Follow-up PLAN ACT CHECK DO 1 2 3 4 5 6 7 8 PDCA Problem Solving Process
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 The six sources of variability in a system are used to understand root causes (Manufacturing) Manpower Methods Machines (or Equipment) Measurement Output Materials (or Information) Environment Causes Effect Source: Kaoru Ishikawa Cause & Effect Diagram (Manufacturing)
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 Six Sigma DMAIC is a data-driven improvement cycle used for improving, optimizing and stabilizing business processes Six Sigma DMAIC Roadmap Improve Measure Analyze Define Control Define the problem or opportunity Measure the current performance and capability Analyse to identify root causes Improve by implementing potential solutions Control by standardizing solution and monitoring performance Six Sigma DMAIC Model
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 Cost of quality iceberg Rework Defects Re-testing Reviews System Downtime Liquidated Damages Product Failure in the Field Rush Delivery Costs Retraining Late Charges Customer Dissatisfaction Turf Battles Low Morale Excess Inventory Unwanted Turnover Idle time Absenteeism Confusion Miscommunications Grievances Poor Teamwork Customer Complaints Overtime Billing Errors Visible Less Visible Cost of Quality Iceberg
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 The 7 QC tools are used to analyze the process, identify major problems, control fluctuations of quality, and provide solutions to avoid defects QC Tool Objective Stratification To separate data gathered from a variety of sources so that patterns can be seen. Check Sheet To collect and analyze data using a structured form. Control Chart To see if a process is stable. Pareto Diagram To pick up the important few problems from the trivial many. Cause and Effect Diagram To recognize the factors (causes) which are influencing the problem. Histogram To see the distribution pattern compared against standard values. Scatter Diagram To see the relationship between two sets of data.
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 A Process Model Process Inputs Outputs • Input Requirements • Voice of Process • Output Requirements • Voice of Customer Plan DoCheck Act Supplier Customer Process Model
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Business Process Reengineering (BPR) is the fundamental reconsideration and radical redesign of organizational processes BPR Model 1. Determine Scope & Goal 3. Install Management 4. Implement & Integrate Indicator for need:  Conflicts  Meetings  Non-structure communication  Strategic dialog Key elements:  Focus on output requirements  Critical success factors  Efficiency Key elements:  Define management tools  Performance measurement  Learning  Compensation Key elements:  Install management  Manage change management 2. Redesign Process Structure Source: Hammer & Campy, 1993
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 The RATER model allows customer service experiences to be explored and assessed quantitatively Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry DESCRIPTION  The ability to perform the promised service dependably and accurately  The knowledge and courtesy of employees and their ability to convey trust and confidence  The appearance of physical facilities, equipment, personnel and communication materials  The provision of caring, individualized attention to customers  The willingness to help customers and to provide prompt service Reliability Assurance Tangibles Empathy Responsiveness RATER Model
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 The House of TPS describes a holistic approach to improving speed and quality Source: Adapted from Toyota Production System House of TPS Stability Heijunka Standardized Work Kaizen Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Jidoka • Separate man & machine work • Abnormality Identification • Poka yoke Goals: highest quality, lowest cost, shortest lead times Involvement Stability Standardization Just-In-Time Jidoka Involvement 1 2 3 4 5 1 2 3 4 5
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 Eight types of waste exist in our processes which can be eliminated to increase customer value Over-production Producing more than what the customer needs Inventory Building and storing extra services/products the customer has not ordered Transportation Moving from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another process or information Waste Eight Types of Waste Source: Adapted from Taiichi Ohno
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 5S principles define a visual and disciplined approach to workplace organization and improvement 5S Principles Sort Set In OrderShine Standardize Sustain
  33. 33. © Operational Excellence Consulting. All rights reserved. 33 Kotter’s Eight Phases of Change provides a roadmap for advancing a culture of performance excellence Source: John Kotter Need for Change Change Behavior Change Direction Change Sustainability 1. Establish a Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvements & Produce More Change 8. Institutionalize New Approaches Committed Leadership Kotter's Change Model
  34. 34. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  35. 35. © Operational Excellence Consulting. All rights reserved. 35 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  36. 36. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PARTIAL PREVIEW

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