The document describes the 4-P cycle of continuous improvement which focuses on people, productivity, products, and processes. It then discusses total quality management (TQM) and its principles of continuous, customer-centered improvement driven by employees. Key aspects of TQM include training, leadership, eliminating fear, emphasizing continuous process improvements, and teamwork. The document provides guidance on implementing quality practices by defining key processes and standards, mapping out critical steps, and applying "drivers" like leadership and resources to achieve standards.

1. 4-P cycle of continuous improvement
People
(Skilled, motivated
people who can handle
change. Less stress.)
Productivity Products
(Less wasteful, more (Satisfied customers
efficient use of all because of better
resources.) quality goods/services.)
Processes
(Faster, more flexible,
leaner and ethical organizational
processes. Organizational learning.)

2. Continuous improvement
PLAN Objectives and processes to meet customer
needs and organisational policies.
DO Implement processes.
CHECK Monitor & measure processes. Report results.
ACT Adapt, improve and change processes.

3. What is Total Quality Management?
(TQM)
Schonberger: TQM is ‘continuous, customer-centred,
employee-driven improvement.’
Principles of TQM:
Do it right the first time to eliminate costly rework
Listen to and learn from customers and employees
Make continuous improvement an everyday matter
Build teamwork, trust and mutual respect

4. Total Quality Management
Human issues in quality improvement (W. Edwards Deming)
• Formal training in statistical process control techniques
and teamwork
• Helpful leadership, rather than order giving and
punishment
• Elimination of fear so employees will feel free to ask
questions
• Emphasis on continuous process improvements rather
than on numerical quotas
• Teamwork
• Elimination of barriers to good workmanship

5. Quality in practice
• What needs to be  Delivery processes
done?
• To what standard?  Service standards
• How?  Drivers

6. What needs to be done?
Processes
• Start by deciding on your key processes in terms of
delivering a service to the customer.
• Map out the processes defining the steps that need
to be taken.
• Identify the critical steps.

7. To what standards?
Standards
• It makes sense to set standards against the critical
steps you have already identified.
• It also makes sense to measure the critical steps in
the process so make standards measurable.
• When setting standards it may be useful to consider
the acronym SMART
Specific, Measurable, Achievable, Realistic, Timed

8. How?
Drivers
• Apply the Drivers to the process to achieve your
Standards.
– Leadership, people, policy and strategy, networks
and resources.
• Make an action plan showing how each of the
enablers relates to the process and how the enablers
can ensure standards are met.
• The objective is to create a working action plan –
keep it concise and accept that it will evolve.