2. ACCURACY
If 99.9% accuracy is good enough, then:
22,000 checks will be deducted from the wrong bank
accounts in the next 60 minutes!
1,314 phone calls will be misplaced by
telecommunication services every minute!
12 babies will be given to the wrong parents each
day!
268,500 defective tires will be shipped this year!
20,000 incorrect drug prescriptions will be written in
the next 12 months!
3. ACCURACY
If 99.9% accuracy is good enough, then:
22,000 checks will be deducted from the wrong bank
accounts in the next 60 minutes!
1,314 phone calls will be misplaced by
telecommunication services every minute!
12 babies will be given to the wrong parents each
day!
268,500 defective tires will be shipped this year!
20,000 incorrect drug prescriptions will be written in
the next 12 months!
That’s why good enough isn’t good enough
at The Empire Company
EVERY CUSTOMER, EVERY TIME.
5. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and long Short-term but dramitic
lasting but undramatic
6. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and long Short-term but dramitic
lasting but undramatic
2. Pace Small steps Big steps
7. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and long Short-term but dramitic
lasting but undramatic
2. Pace Small steps Big steps
3. Time frame Continuous Intermittent
8. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and long Short-term but dramitic
lasting but undramatic
2. Pace Small steps Big steps
3. Time frame Continuous Intermittent
4. Change Gradual and constant Abrupt and volatile
9. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and long Short-term but dramitic
lasting but undramatic
2. Pace Small steps Big steps
3. Time frame Continuous Intermittent
4. Change Gradual and constant Abrupt and volatile
5. Involvement Everybody Select few champions
10. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and long Short-term but dramitic
lasting but undramatic
2. Pace Small steps Big steps
3. Time frame Continuous Intermittent
4. Change Gradual and constant Abrupt and volatile
5. Involvement Everybody Select few champions
6. Approach Collectivism, group Rugged individualism
efforts, system approach individual ideas & efforts
11. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and long Short-term but dramitic
lasting but undramatic
2. Pace Small steps Big steps
3. Time frame Continuous Intermittent
4. Change Gradual and constant Abrupt and volatile
5. Involvement Everybody Select few champions
6. Approach Collectivism, group Rugged individualism
efforts, system approach individual ideas & efforts
7. Mode Maintenance & Scrap and rebuild
Improvement
12. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
8. Spark Conventional know how Technological break
and state of the art throughs, new inventions
new theories
9. Practical Requires little investment Requires large investment
requirements but great effort to maintain but little effort to maintain
10. Effort People Technology
orientation
13. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
8. Spark Conventional know how Technological break
and state of the art throughs, new inventions
new theories
9. Practical Requires little investment Requires large investment
requirements but great effort to maintain but little effort to maintain
10. Effort People Technology
orientation
11. Evaluation Process and efforts Results for profits
criteria for better results
14. FEATURES OF KAIZEN AND INNOVATION
KAIZEN INNOVATION
8. Spark Conventional know how Technological break
and state of the art throughs, new inventions
new theories
9. Practical Requires little investment Requires large investment
requirements but great effort to maintain but little effort to maintain
10. Effort People Technology
orientation
11. Evaluation Process and efforts Results for profits
criteria for better results
12. Advantage Works well in slow Better suited to fast
growth economy growth economy
15. Top
ovation
Middle In n
Supervisors
Maintenance
Operatives
16. Top
ovation
Middle In n
Supervisors
Maintenance
Operatives
ion
n
Top
Middle Inno vat
aiizen
ze
Supervisors
Operatives
K
K a Maintenance
17. Table 1
The Evolution of a Total Quality HR Paradigm
Corporate Context Traditional Total Quality
Dimension Paradigm Paradigm
Corporate Culture Individualism Collective efforts
Differentiation Cross-functional work
Autocratic leadership Coaching/enabling
Profits Customer satisfaction
Productivity Quality
18. Table 1
The Evolution of a Total Quality HR Paradigm
Corporate Context Traditional Total Quality
Dimension Paradigm Paradigm
Corporate Culture Individualism Collective efforts
Differentiation Cross-functional work
Autocratic leadership Coaching/enabling
Profits Customer satisfaction
Productivity Quality
Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Communications Top-down Top-down
Horizontal, lateral
Multidirectional
19. Table 1
The Evolution of a Total Quality HR Paradigm
Corporate Context Traditional Total Quality
Dimension Paradigm Paradigm
Corporate Culture Individualism Collective efforts
Differentiation Cross-functional work
Autocratic leadership Coaching/enabling
Profits Customer satisfaction
Productivity Quality
Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Communications Top-down Top-down
Horizontal, lateral
Multidirectional
Voice and Employment-at-will Due process
Involvement Suggestion systems Quality circles
Attitude surveys
20. Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Job Design Efficiency Quality
Productivity Customization
Standard procedures Innovation
Narrow span of control Wide span of control
Specific job descriptions Autonomous work teams
Empowerment
21. Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Job Design Efficiency Quality
Productivity Customization
Standard procedures Innovation
Narrow span of control Wide span of control
Specific job descriptions Autonomous work teams
Empowerment
Training Job related skills Broad range of skills
Functional, technical Cross-functional
Diagnostic, problem solving
Productivity Productivity and quality
22. Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Job Design Efficiency Quality
Productivity Customization
Standard procedures Innovation
Narrow span of control Wide span of control
Specific job descriptions Autonomous work teams
Empowerment
Training Job related skills Broad range of skills
Functional, technical Cross-functional
Diagnostic, problem solving
Productivity Productivity and quality
Performance Individual goals Team goals
Measurement and Supervisory review Customer, peer and supervisory
Evaluation review
Emphasize financial Emphasize quality and service
performance
23. Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Rewards Competition for Team/group based rewards
individual merit Financial rewards, financial
increases and benefits and nonfinancial recognition
24. Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Rewards Competition for Team/group based rewards
individual merit Financial rewards, financial
increases and benefits and nonfinancial recognition
Health and Safety Treat problems Prevent problems
Safety Programs
Wellness Programs
Employee assistance
25. Human Resource Traditional Total Quality
Characteristics Paradigm Paradigm
Rewards Competition for Team/group based rewards
individual merit Financial rewards, financial
increases and benefits and nonfinancial recognition
Health and Safety Treat problems Prevent problems
Safety Programs
Wellness Programs
Employee assistance
Selection/Promotion Selected by manager Selected by peers
Career Development Narrow job skills Problem-solving skills
Promotion based on Promotion based on
individual group facilitation
accomplishment Horizontal career path
Linear career path
26. PRINCIPLES OF
TOTAL QUALITY MANAGEMENT
1) Customer focus
2) Focus on process as well as results
3) Prevention versus inspection
4) Use employees’ expertise
5) Fact-based decision making
6) Feedback
