TQM (Total Quality Management) material Lean manufacturing

Total Quality Management
Customer focus Employee involvement Integrated system Process-centric approach
Systematic approach Continual efforts Fact-based decision-making Relationship management

What is covered in this course?
Introduction
Introduction
- What is covered in this course?
- What is the purpose of this course?
Fundamentals of TQM
- What is TQM?
- What is quality?
- What is continuous improvement?
- Pros & cons of TQM.
The 8 principles
- Overview.
- Customer focus.
- Employee involvement.
- Integrated system.
- Process-centric approach.
- Systematic approach.
- Continual efforts.
- Fact-based decision-making.
- Relationship management.

What is covered in this course?
Introduction
The 8 steps
- Overview.
- Review the culture.
- Develop a strategy.
- Recognize customer requirements.
- Outline the processes.
- Form the committee.
- Initiate involvement.
- Regularize daily ops.
- Seek continuous input.
The 7 tools of quality
- Overview.
- Process Map.
- Check Sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys Diagram.
- Run Chart.
Close out
- Review of key learnings.
- Hints & tips.
- Thank you.

Introduction
- What is covered in this course?
- What is the purpose of this course?
What is the purpose of this course?
Introduction

- Total Quality Management is a highly effective and in demand management system organizations of all types, sizes and
industries are interested in deploying.
- Deploying it can lead to huge rewards for your organization in terms of quality, improvement and performance.
- This course is going to dive into the world of TQM and each element and principle in depth.
- At the end of this course, you will be able to:
What is the purpose of this course?
Introduction
Explain each stage means,
entails and how to ensure
its successful conclusion.
Deliver all aspects of TQM
in full to aid in the
deployment of change.
Confidently deploy and
embed change for the sake
of quality improvement.
Begin your journey of culture
change, shifting mindsets and
attitudes towards change.
- As stated, the main purpose of this course is to give you confidence – to deploy, to explain and to change.
- The course has been designed to ensure this – with a full end to end project that has been weaved into the content of the
course, including templates and techniques to use, hints & tips based on tried and tested methods and using a real-life
scenario to take you through the trials and tribulations of a project based on the principles of TQM.

- What is TQM?
- What is quality?
What is TQM?
Fundamentals of TQM
Fundamentals of TQM

What is TQM?
Fundamentals of TQM
- Total Quality Management was developed by William Deming, a man who was very involved in the development of the Quality
mindset whose work had a great impact on Japanese manufacturing.
- At definition level, it can be defined as – “The continual process of detecting and eliminating errors, streamlining supply chains,
improving customer experience, and ensuring employees have the right knowledge and skills to conduct their work.”
- Total Quality Management (TQM) is an ongoing process of detecting and reducing or eliminating errors.
- It is used to streamline supply chain management, improve customer service, and ensure that employees are trained.
- The focus is to improve the quality of an organization's outputs, including goods and services, through the continual improvement
of internal practices.
- Total Quality Management aims to hold all parties involved in the production process accountable for the overall quality of the
final product or service.
- Even though they are similar, Total Quality Management focuses on ensuring that internal guidelines and process standards
reduce errors, while Six Sigma looks to reduce defects.
The key aim?
Improve the quality of your outputs,
including products and services through a
continual improvement of practices.
How are they set?
The standards to meet are reflective of both
internal priorities and industry standards
more broadly and more generally.
What are industry standards?
They can be legally required, laws set around
quality and production. They can also be the
“norm”, an expectation for quality.

What is TQM?
Fundamentals of TQM
Example of TQM in action
- One of the most well know forms of TQM in action is that of the Kanban system.
- The Kanban system is a physical signal that leads to a chain reaction.
- The chain reaction are a series of activities that come from the identification that something needs to happen.
- The most famous use of this was Toyota who deployed a just-in-time (JIT) approach to their operations.
- The thinking here was that the company should keep just enough inventory on hand to fill customer orders AS they were generated.
- Previous thinking was keeping enough inventory and stored
products just-in-case orders came through.
- For Toyota, all parts on the assembly line are given a card and an
inventory number.
- The card is removed and moved up the supply chain right before a
part is installed in a car, effectively requesting another of the same part.
- This allows the company to keep its inventory lean and not overstock
unnecessary assets.
- Effective quality management resulted in better automobiles that
could be produced affordably.

What is TQM?
Fundamentals of TQM

- What is TQM?
- What is quality?
What is quality?
Fundamentals of TQM
Fundamentals of TQM

What is quality?
Fundamentals of TQM
Official definition (Oxford English Dictionary)
“The standard of something as measured against other things of a similar kind; the degree of excellence of something.”
- The pursuit of quality should not only be done when something is going wrong. Ensuring you maintain operational excellence once
you have it is just as important as fixing it when something goes wrong.
- To ensure quality, you need to ensure you have a strong vision of what this looks like, the right systems in place to ensure it can be
pursued and a culture of continuous improvement.
- Remember! Quality is not the job of one person but ALL, from the CEO all the way down the hierarchy.
- At the heart of the TQM approach is, of course, the pursuit of quality – establishing it, building on it and controlling it.
- Quality is all about making your organization perform as your stakeholders / customers expect.
- Quality means ensuring you have excellence in your operations, your departments and your teams.
- The pursuit of quality leads to work to improve the products, services and processes produced by your organization.
- These changes can range from small continuous improvements to large scale change projects – all with the aim of improving
quality.
- Quality can be measured through KPIs and SLAs, through the performance of products through sales, customer satisfaction and
client retention.

What is quality?
Fundamentals of TQM
Example
- We have a Payroll Department that is looking to deliver a “quality” service.
- It must firstly define what “quality” looks like to them.
- Indeed, when seeking to deliver a quality service, you must always define what this “quality”
actually looks like in order to achieve it.
- For this department, quality is delivering their monthly payroll with a 99.5% accuracy rate
each time the payroll is run.
- That means that in every payroll run, 99.5% or more of the transactions (payslips issued) are
correct and on time.
- The benefit of having this quality score set is that it gives the team something to work
towards and enables them to see if there is something wrong in the delivery of service.
- For example, if over a period of 3 months we see a continual trend where the accuracy score
is below 99.5%, we can confidently say an improvement project is needed to restore quality.
- This where TQM can come in to ensure we identify quality, build it and maintain it.

- What is TQM?
- What is quality?
What is continuous improvement?
Fundamentals of TQM
Fundamentals of TQM

Fundamentals of TQM
- Continuous improvement can be seen, defined and described in a number of ways. Some of these definitions are right on. Others,
maybe less so.
- At a definition level, continuous improvement is the ongoing improvement of products, services or processes through incremental
and breakthrough improvements.
- Notice the stress on the word ongoing. Continuous improvement is not a one-off activity – it is something you should be looking
to conduct yesterday, today and tomorrow – on an ongoing, continual basis.
- You can improve, as mentioned, products, services and processes, with one of the main reasons for this to improve the output of
your organizational activities – so potentially your services and products.
- You can deliver continuous improvement through projects, initiatives, programmes, training – even BAU practices (daily huddles,
delivering tools regularly, mindset etc.)
- I see continuous improvement as a methodology, an approach and a mindset.
- It needs to be instilled into the mindset of the business at all levels to ensure strategy embraces it, Managers deploy it with their
direct reports and those working in the processes improve the value of their own work time and time again.
“The ongoing improvement of products, services or processes through incremental and breakthrough improvements.”

Fundamentals of TQM
New standard
Standard
New standard
New standard
Standard
TIME
PERFORMANCE

- What is TQM?
- What is quality?
Pros & cons of TQM
Fundamentals of TQM
Fundamentals of TQM

Pros & cons of TQM
Fundamentals of TQM
The pros of TQM
Structured & methodical
You are going in with a structured approach
which supports you in making decisions at every
level of the approach.
Tailorable to you
The approach can be tailored to most situations,
challenges and organization types, with the
principles and steps appliable throughout.
Promotion of engagement
A place where many fail, TQM puts
engagement with colleagues, leaders and the
committee front and centre of the approach.
Very fact and data based
TQM operates on fact, whether the process or
data surrounding it. This reduces risk around
delivery and trying new things.
Significant ripple effect
The structure can aid in the benefits being felt by
employees and clients alike, with improvements
to processes positively impacting products.
Unrelenting approach to quality
The efforts are continual and evolving, and the
approach won’t stop until quality is delivered.
The approach facilitates continual change.

Pros & cons of TQM
Fundamentals of TQM
The cons of TQM
Never ending cycle
Given its focus on continually improving and
evolving, it can sometimes feel as though TQM
never ends and fatigue / complacency sets in.
Duplication of effort
The 8 Principles and The 8 Steps can overlap a lot
in terms of how to deploy them. Approaching
these as one could be seen as easier.
Engagement needs to be consistent
To get the information needed to successfully
deploy TQM, a high level of engagement from
employees and customers is needed.
Additional costs
There COULD be some upfront costs involved.
These could come from training, new
infrastructure, development or resources.
Planning for TQM
If you want to deliver it successfully, you need to
spend a good amount of time thinking about the
strategy, change needed and the how.
Incorrect deployment
IF the efforts around deploying TQM are not
100%, all in, delivered as per the TQM rules,
the results will not be realized in full.

- Overview.
- Customer focus.
The 8 principles
Overview
The 8 principles

- When it comes to deploying TQM, there a series of principles it is encouraged you stick by and deploy when working through
your quality journey.
- These enable organizations to follow a clear pathway to success when it comes to continuous improvement, using a strategy,
data and effective communication to ensure the culture and processes are both quality focused.
- TQM wants organizations to define the processes used to make products, continuously monitor and measure their performance,
and use that performance data to make insightful decisions and improvements.
- It also seeks to ensure all employees and departments are involved in this journey in the efforts of maximising success.
- The 8 principles are:
Overview
The 8 principles
Customer focus Employee involvement Integrated system Process-centric approach
Systematic approach Continual efforts Fact-based decision-making Relationship management

Organization: Law firm
Scenario
The 8 principles
Services offered: Legal inc.
• Litigation
• Real Estate
• Corporate Finance
Current challenges:
• Inconsistent delivery
• Varying quality of output
• Siloed working
Opportunities:
• Grow client base
• Reduce cost of business
• Become more competitive
Our law firm example is based on a real-life example of the delivery of Total Quality Management. It is worth remembering, this approach has been
traditionally deployed in manufacturing, production and supply chain environments. However, today it is being applied across all sectors and industries, due
to its impactful nature in all settings.
With that said, as we move through these sections of the course, apply the principles to your own environment. We will talk you through the methods
followed to do this for our law firm example, so you can see practically the steps you need to take, the activities that need to be conducted and how you can
apply these to your own unique situation.

- Overview.
- Customer focus.
The 8 principles
Customer focus
The 8 principles

- TQM puts the customer at the heart of its approach. Whether it is at the start, during, end of or post
delivering TQM work, the customer must always be considered.
- The focus here would be on the experience the customer has.
- This experience would be of the goods and services:
• They are receiving.
• How they are receiving them.
• The speed at which they are receiving them.
• The quality in which they come.
- This experience would also span the lifecycle of the customer experience:
• When they approach your company as a potential new client.
• Their first purchase and the process around this.
• Their experience of any complaints raised / the relationship.
- Throughout all of this, the customer should be the top priority, and ensuring you know what the
customer, wants, needs and experiences throughout is critical.
Customer focus
The 8 principles
Customer focus

Example – The Law Firm
- To put the customer at the heart of this approach, we endeavoured to understand early on 2 key things
from the clients & potential clients: 1) What is your experience so far? 2) What do you want going forward?
Customer focus
The 8 principles
Customer focus
What is your experience so far? What do you want going forward?
Survey
- Sent out a survey focused on products offered and
delivery of service to all in scope clients.
- Had a 30% success rate which equated to enough
clients to be able to use the data.
- Survey gave us the confidence to really understand
how clients are feeling/handling/receiving etc.
Interviews
- For the high paying, critical clients, we held a series
of interviews.
- These were to gather the information from the
survey but expand on this further.
- We wanted to understand why they had responded
in that way and study emotion.
Telephone interviews
- Separate calls were set up post survey for those who
responded to understand what more they wanted.
- This focused on the future – how can we evolve the
service and provide you with more value?
- The offer was also extended to them if they wanted
to be involved going forward, they could be.

- Overview.
- Customer focus.
The 8 principles
Employee involvement
The 8 principles

- To deliver for your customers you need people, and many will say people are your greatest asset.
- With that in mind, TQM believes it is crucial that employers focus on their employees throughout this
journey. This focus can come in many forms including:
• Getting buy in from employees on the TQM approach.
• Getting their buy in regarding any new processes to be deployed.
• Getting them on board with the changes and improvements to be made.
• Getting them engaged and excited about the work being / to be done.
- To do this, employers will deploy a range of tactics including:
• Communicating early on what is happening regarding TQM.
• Communicating early on goals, expectations and resource requirements.
• Speaking with Managers and Department Leads to have them disseminate a unified message.
• Training employees on TQM practices.
- The key to successful employee involvement is engagement – lots of it and over a prolonged period of
time.
The 8 principles

- To deliver TQM through the employee involvement lens, we decided to build out a plan of what activities
would be needed, how they would be delivered and when.
- The aim was to ensure we could secure employee involvement early, maintain it and keep it post
completion of the wider TQM piece.
The 8 principles
What activity? How to deploy When?
Involvement in workshops
Training on TQM
Feedback sessions
Representatives on the committee
• Train some team members to facilitate sessions
• Designate team members as SMEs
• Allow team members to lead on process mapping
• Ensure workshops become a bedrock of the TQM
project, and involve them in all of these
• Make workshops more commonplace post delivery
• Embed this into their training goals for the year
• Train out the key tools, techniques you expect
them to come into contact with
• Conduct these activities ahead of the delivery of
TQM, and specifically ahead of the delivery of that
particular tool or principle
• Gather feedback from employees on their day jobs
• Gather feedback on how they think the TQM
efforts are going and their impacts on them
• Hold these at the start of the work, to understand
the current state, then again at the end, to
understand how TQM has gone
• Ensure the teams directly impacted by TQM
represented on the main TQM committee
• They then feedback both ways
• Identify those that need to be present before TQM
launches
• Ensure they are present throughout

- Overview.
- Customer focus.
The 8 principles
Integrated system
The 8 principles

- One of the challenges often faced by organizations is the lack of a joined-up approach when it comes to
systems, technologies and programmes within the business.
- This lack of a joined-up approach can lead to confusion, errors, missed opportunities and time waste.
- TQM argues for the need to integrate your approach to systems as much as possible, including finding a
way to get all of your systems to talk to one another.
- By doing so you get the benefits of:
• Having useful information shared across all teams (including those who may not know it exists).
• Allowing people to have instant access to the information they require.
• Speeding up processes and reducing time and waiting waste.
• Allowing everyone to be on the same page, at all times, any time.
- This can also lead to the reduction of spending on systems, especially if you can find those systems that
can “do it all”. This can lead to the replacement of several systems with one.
- Failing this, building integrations with your systems is advised.
Integrated system
The 8 principles
Integrated system

Integrated system
The 8 principles
Integrated system
- To try and ensure we moved to a model of a more integrated system, understanding the current state
around this was critical.
- This would require us understanding what systems currently exist, which ones talk to who and do not, where
the challenges lie and how they are currently being handled.
Data lake
Payroll
Benefits
Docketing
Records
Markets
Data
Case Data
Client
Database
Data lake Payroll
Benefits
Docketing
Records
Markets
Data
Case Data
Client
Database

- Overview.
- Customer focus.
The 8 principles
Process-centric approach
The 8 principles

- To aid in the success of your TQM journey, placing the process at the heart of your work alongside the
other principles is key.
- The process is what generates the product or services to go to your customers or are the fundamental
building blocks of your internal workings.
- When working through the TQM approach, you will find yourself:
• Building out process flowcharts
• TQM diagrams
• Visual action plans
• Documented workflows.
- This is important to ensure everyone understand where within the process they operate, what comes
before and what comes after.
- It is also important to have such visual aids so that the process can be analyzed over a longer period of
time, the influence of any changes can be tracked, and risk assessed.
- This is a collaborative effort, whereby everyone involved in the process is involved in the mapping and the
building out of any identified changes.
- Ultimately, these are the people who will be the success factors in delivering change well – so they need
to be onboard and engaged (hence, employee involvement).
The 8 principles

The 8 principles
- As the process is a key principle, you need to be clear from the start which of your processes are in scope.
- We listed out all processes we knew would be in scope. This included all of those we wanted to change and
improve, and those we knew would be impacted by wider TQM work.
- We produced the list, mapped out the processes in full.
Processes in scope
E2E Litigation process (all teams)
Docket Creation Process
Pleadings Collation Process
Country Court Judgement Process
Knowledge Management Process
Case Outcome Records Process
Calendaring of Case Process

- Overview.
- Customer focus.
The 8 principles
Systematic approach
The 8 principles

- When it comes to deploying TQM within the business, it cannot just be done through projects and
training – you need to embed it in the core of your approach to everything.
- To do this, TQM recommends embedding it and quality into the wider business strategy, enabling you to
build out a systematic and strategic approach to business, with quality always considered.
- When taking this approach, you need to ensure your processes and procedures are a direct reflection of
your organization’s:
• Vision
• Mission
• Long-term plan
- Delivering this in principle means delivering a systematic approach to decision making which requires
you, as a company, to always consider quality in the decisions made.
- When extracting data, when building new processes, when engaging with clients and customers, when
designing new products or services etc. At all times, you need to consider the impact on quality.
- How do we instil quality into this new process? New product/service? How do we ensure quality can last
the test of time with this new approach? Etc.
- When engaging with customers / clients, how can we ensure our strategic approach delivers a quality
service each and every time?
- Quality should never be off the table when strategic decisions are at play.
Systematic approach
The 8 principles
Systematic approach

Systematic approach
The 8 principles
Systematic approach
- Given the Law Firm was a long running and successful company, the strategy and values followed by the
company had been established some time ago.
- However, given the importance Leadership had placed on TQM, it was decided that some of these values
could be amended and the strategy for the coming year would be updated with a quality focus.
Vision: The deployment of TQM into our firm will enable us to put quality at the heart of all that we do. It will see us delivering our
services quicker, more effectively and reliably. It will ensure our internal processes continuously become more stable and capable, and
less wasteful and defect prone. It will facilitate a consistent rise in the satisfaction and retention rates seen from our clients and our
employees.
Clients:
- Fivefold increase in client
retention rates
- Increase “new client” base
by 5% annually
- Increase customer
satisfaction scores annually
- Increase amount of quality
value add billable hours YoY
Employees:
- Improved and more training
and development
- Reduction of waste and
waiting within the roles
- Greater focus on value
adding work / tasks
- Empowerment to deliver
more improvements solo
Processes:
- Reduced time to complete,
wait and deliver
- Better cross functional and
departmental performance
- No rework loops or
bottlenecks present
- Greater stability and
capability, less variation
Services:
- Better quality of output of
services continually
- Improved service specific
satisfaction scores
- Ability to win industry
specific awards
- Increased sales of all
service lines impacted

- Overview.
- Customer focus.
The 8 principles
Continual efforts
The 8 principles

- Continual efforts are all about the continuous improvement efforts.
- TQM places the idea that processes, people, products and procedures do not just need improving or
working on once, this effort is continuous.
- Your company should be striving for those incremental, small improvements, and not just the big-ticket
items. This can see you:
• Making regular changes to products and services, based on customer feedback
• Responding regularly to what the data (CSAT, performance etc.) is telling you
• Fixing errors as they arise to minimize their impact
• Deploying a continuous improvement mindset, with teams set goals / targets to improve their processes
and operational performance by reducing waste and increasing value
- TQM teaches that this effort gets easier overtime as you gather more data based on the previous changes
and quality efforts made.
- You want to strive to adapt your business to customer and market changes, become more agile in the face
of adversity and a changing / diversifying market.
- Continuous improvement can also be used to increase your competitive advantage over your competitors.
- All in all, the message is clear. Continually improve to improve quality, performance and customer
satisfaction. Without it, you could risk falling behind.
Continual efforts
The 8 principles
Continual efforts

Continual efforts
The 8 principles
Continual efforts
- To embed the idea of continuous improvement into the minds of those within the business, we were up
front from the start that this TQM was just the start of a process.
- To highlight this graphically, we produced a roadmap which detailed the continuous improvement journey
the organization would now embark on.
- TQM is not just a one-time thing, and it was the starting gun in this continual journey.
TQM Programme Launch
1st recommendations delivery
2nd recommendations delivery
CI / Quality training delivery
TQM Programme review
TQM 2nd iteration delivery
3-month project
1 month
3-month delivery
3-month delivery
1 month
6-month delivery
Extensive Lean Six Sigma & TQM training to be given to all teams in scope for this iteration
To deliver, in full, the findings and recommendations which come from the
first iteration of the TQM Programme - delivered by the team
To deliver, in full, the findings and recommendations
which come from the 1st iteration of the TQM
Programme - delivered by the team
A pit stop to review the progress of TQM so far and amend the strategy and
approach if required – ahead of the next piece of work
To deliver, in full, the findings and recommendations which come from the 2nd iteration of
the TQM Programme - delivered by the team
The launch will cover off all of the discovery work required (workshops, mapping, solutioning etc.)

- Overview.
- Customer focus.
The 8 principles
Fact-based decision-making
The 8 principles

- Fact-based decision-making is all about ensuring the decisions you take in your organization are based on
fact, and you have the right level of insight available to make the right decisions.
- To do this, you need to have data – good, solid, reliable data.
- The type of data that you can use to inform these kinds of decisions include:
• Customer satisfaction scores / feedback.
• Data from the systems used within the business.
• Sales and performance data.
• Financial data.
• Colleague, client or competitor data.
- The data can be used to act as a benchmark when changes occur. Did we perform as expected? Have these
metrics been negative / positively impacted by the changes?
- It can also be used to inform strategy. Having good reliable data which is showing you exactly what is
happening in real time enables you to make decisions about which areas of the business you need to focus
your quality / improvement efforts on.
- TQM asks you to correlate the data you get from changes with the data you already have, helping you to
answer the question – was that the right change? Do we need to do more?
The 8 principles
Fact-based
decision-making

The 8 principles
Fact-based
decision-making
- To ensure the organization can make fact-based decisions, we reviewed extensively the data we currently
had available and the data we will need to collect.
- This saw us pulling together a small Data Collection Plan to identify current and needed state.
- For the data we needed but did not have, we launched activities to gather such data i.e. Client feedback data
from surveys / interviews.
Data required
Current client experience
Available? How to obtain
Future client needs
System errors and issue logs
Pleadings success rates
Missing and incorrect data records
Employee experience and feedback
Time logs (time taken to do work)
No
No
No
Some
Yes
Yes
Yes
Round of surveys and interviews to be held
Telephone interview and CTQ mapping
Pull from relevant systems through IT
Pull from relevant systems through IT
Pull logs from relevant systems through IT
Conduct internal surveying and 1:1 conversations
Quantify the time log data available in $$ terms
- A rule was put in place which said ALL
decisions MUST be fact-based.
- When decisions are made, the evidence
behind them is detailed.
- This was to instil confidence within the
Leadership Team but also to get the
teams used to this behaviour.
- Decisions need to be fact-based for
them to have any real standing, and this
principle should be taken forward
throughout the work done and beyond.

- Overview.
- Customer focus.
The 8 principles
Relationship management
The 8 principles

- Also referred to as communication in some iterations of TQM, relationship management focuses on
maintaining that open dialogue and communication across all involved.
- As mentioned previously, employee involvement is key, and that is part of this. We want to ensure our
employees stay involved and engaged throughout this TQM process.
- Instant buy in = increased chance of success. Long term buy in = vastly increased chance of success.
- When it comes to be open and transparent, you can do this in several ways:
• Keep everyone updated, at all times, with progress, issues and next steps.
• Keep the need, the aims and the approach front and centre of all minds.
• Maintain engagement and involvement throughout, where possible, without significant gaps in between
activities of engagement.
• Have regular meetings, regular cadences with the wider project team, stakeholders etc.
- Get buy in for changes along the way and ensure there are no surprises, including for those deemed as
“wider stakeholders” who may not be directly involved in this work.
- When conducting your TQM work, it is also crucial you ensure the processes and the changes you make put
communication at their heart.
- Ensure the individual teams are communicating effectively and you break down any silos you come across.
The 8 principles

The 8 principles
- Communication was placed at the heart of the TQM programme for the Law Firm example.
- This communication focus was on internal actors such as team members, those directly involved in the
project work, wider stakeholders and Management level.
- It also included clients where needed.
What? To whom? When? How? Responsible? Actions
Status update Leadership Team Weekly
PowerPoint
slide via email
Project Manager None
Huddle update
Each team to
conduct a huddle
Weekly Weekly huddle
The specific team
representative
Rep. to update Project
Manager with
response from Team
Regular Cadence Top 100 clients Quarterly
During account
management meetings
Project meetings Project team Face to face
meeting
Project Manager
Project Manager to update
Project Plan
Delegate out next tasks
Escalate issues
Account Managers
Take feedback from
clients on changes
being discussed
Weekly

- Overview.
The 8 steps
Overview
The 8 steps

Overview
The 8 steps
- Implementing TQM is not as simple as just living by its principles and implementing change based on these.
- Whilst this is a good start, you need to ideally follow a process which, in a structured way, takes you on that TQM journey, even if
just for the first iteration.
- Post this first deployment, you can then move on to continuous improvement approaches (such as Plan, Do, Check, Act).
- Initially, you need to deploy TQM and get it embedded into your organization. To do that, we have 8 steps:
Review the culture Develop a strategy Recognize customer requirements Outline the process
Form the committee Initiate involvement Regularize daily ops Seek continuous input

Organization: Law firm
Scenario
The 8 steps
Services offered: Legal inc.
• Litigation
• Real Estate
• Corporate Finance
Current challenges:
• Inconsistent delivery
• Varying quality of output
• Siloed working
Opportunities:
• Grow client base
• Reduce cost of business
• Become more competitive
Our law firm example is based on a real-life example of the delivery of Total Quality Management. It is worth remembering, this approach has been
traditionally deployed in manufacturing, production and supply chain environments. However, today it is being applied across all sectors and industries, due
to its impactful nature in all settings.
With that said, as we move through these sections of the course, apply the principles to your own environment. We will talk you through the methods
followed to do this for our law firm example, so you can see practically the steps you need to take, the activities that need to be conducted and how you can
apply these to your own unique situation.

The 8 steps
Review the culture
The 8 steps
- Overview.

- In order to establish TQM within your culture, you need to understand what you want. To understand what
you want, you need to understand what you already have.
- Therefore, the first step in the TQM process is to review the culture you already have within your organization.
- To do this you need to:
• Assess the current culture in full.
• Assess the current quality management systems you have in place.
• Identify what your core values are.
- When you review your culture, you need to understand:
• Are your values being lived by? If not, why not.
• Where are there misgivings? Where are there issues?
• What needs to be done to deliver the culture you want?
• What needs to be done to deliver TQM into your culture and strategy?
- To get a clearer picture, you can conduct interviews, hold workshops, map out the current state etc. all with
the aim of understanding of where you are, today.
Review the culture
The 8 steps
Review the culture

Review the culture
The 8 steps
- To review the current company culture, we decided to look at 4 specific areas.
- These areas were chosen because of their impact on the culture – each one had significant impacts on it.
- To review, we held conversations with relevant stakeholders, reviewed all company strategy documentation
and roadmaps and assessed the wider impacts of each area. Review the culture
Leadership
- We reviewed all Leaders – their performance, their practices, feedback
from others, performance of their teams etc.
- Poor performing Leaders were targeted with Manager specific
training, based on the company values.
- Bad traits seen with these Leaders included setting unrealistic
expectations, blaming others, having a poor attitude etc.
- Post training, they were set clear targets to achieve which would
indicate that their performance has improved along with the culture.
Employees
- Employees were engaged with via Surveys, Town Halls and 1:1
interviews to understand their experiences and feelings.
- Employees that were deemed “disengaged” were asked why, and
trends identified that they didn’t feel engaged with and included.
- It was deemed that employee engagement would become a pillar of
the business, as engaged employees feel more empowered to change.
- Forums and more 1:1s were established to increase the level of
engagement, creating a more open and dynamic culture.
Values
- The current 3 values were Integrity, Honesty and Collaboration.
- It was deemed that generally these were lived by for clients, but less
so for colleagues and internal stakeholders.
- Where it did fall from a client perspective was collaboration, as the
firm felt as though they would often dictate practices and ideas.
- It was decided the Onboarding Process for new clients was to be
reformed to consider client collaboration needs early and often.
- Account Managers would also need to collaborate more in future.
Processes
- The way in which processes were built many years prior were still
largely true today, so definitely needed updating.
- They also did not fully reflect the values of the business, being very
siloed and lacking collaboration and honesty where they were needed.
- They did deliver services effectively, and to minimal complaints from
clients, so any changes required would be needed for internal reasons.
- The process structures were also geared towards an onus on
Management approval or being Management led.

The 8 steps
Develop a strategy
The 8 steps
- Overview.

- Once you are completely clear on the current state of your culture, you can feed this back to your leadership
team. This is the start of getting their buy in for a new approach.
- Next, you need to talk them through TQM and get their buy in for this particular approach. To do so you will
need to:
• Talk them through the principles and the steps involved.
• Talk them through the benefits and purpose of TQM.
- Once they understand TQM, it is time to confirm their interest.
- Once confirmed, you now need to work collaboratively with your leadership team to build out a TQM master
plan. The masterplan will look at:
• A strategy to deploy TQM.
• How to build TQM into the wider organizational strategy.
• The values, processes and activities that TQM is going to impact and how.
• Anything additional around resources, financial needs and other business requirements.
- At the end of this stage, you want to be in a situation whereby your leaders have a clear vision for how TQM is
going to be deployed and what the end vision looks like. This can then be shared with the wider organization.
Develop a strategy
The 8 steps
Develop a strategy

Develop a strategy
The 8 steps
Strategy: We will deliver TQM in a number of ways. Firstly, in a way which delivers immediate and long-term benefits for those in the affected teams.
Secondly, in a way which empowers employees to continue their TQM journey on beyond the initial deployment. Thirdly, in a way which shifts the culture
of the organization to place quality at the heart of all we do. This strategy will inform the projects we initiate, the training plans we deploy and the
approach we take towards our clients and colleagues alike, all with the central aim of quality – how to identify it, achieve it and secure it, long term.
How to build TQM into the wider organizational strategy: TQM will be instilled into the wider business strategy through achievement, training and
delivery of values. The values of the business (Integrity, Honesty, Collaboration) are ripe for the delivery of TQM, and we will use these values alongside
TQM to ensure both can be delivered successfully. We will use TQM to increase integrity with our clients, honesty (openness, transparency) within our
internal workings and collaboration with both our clients and employees.
Leadership
We want culture and the success of
TQM to, first and foremost, come
from our Leaders. The strategy to
achieve this will focus on:
- Training of Leaders
- Leaders training team members
- Building TQM into departmental
strategies and plans
- Encouraging TQM based tools to
be deployed regularly
- Freeing up employee time to
work on improvement projects.
Process
The focus of the process strategy will
initially be:
- Client facing
- Include a number of client
touchpoints
- Produce client services
After this, we will focus on:
- Wasteful processes
- Non-value add processes
- Business support processes
Values
The values of the business will not
change as part of the TQM delivery,
but will be:
- Used to back up the delivery
- Improved and instilled across
the business, better
We will also set up parameters and
monitor how they are being
achieved through our processes, to
our clients and our employees.
Employees
We want employees to become:
- More engaged in improving their
own roles
- More engaged in TQM to
improve the wider business
We will focus on employee
development, training and support
to achieve these aims. We will also
set goals to monitor the
performance of this work and
employee progression.

The 8 steps
Recognize customer requirements
The 8 steps
- Overview.

- Step 3 is where you start to look outwards, away from internal needs and strategies and towards the customer.
- At this stage, you need to find out exactly what your customer wants, needs and would prioritize if they were
given the opportunity.
- To do this, you can:
• Speak with your customers directly, through surveys, interviews or focus groups
• Analyze customer data (sales, feedback, performance etc.)
• Analyze customer satisfaction data and feedback – what specifically has been said?
• Look at the wider market to see what people are saying.
- At this stage, you want to understand:
• What do your customers want from your products, services and processes?
• What is their current experience of these things?
• Where do your customers (& potential customers) see value in your offering?
- All of this information can be used to understand your customer requirements and demands, enabling you to
prioritize them and focus your TQM efforts on delivering them, highest priority down.
The 8 steps
Recognize customer
requirements

The 8 steps
Need Drivers CTQs
General
Hard to measure
Specific
Easy to measure
Competitive pricing
for new work
Reliable data of how previous cases
were priced for (us & others)
Good market insight into how
competitors are pricing for work
Strong understanding of the cost
of doing business per Partner
The system can show pricing agreements of
80% of cases from past 20 years
Each sector will be represented at 80% when it
comes to the overall 80% of cases
5 members of the Research & Information
Team are dedicated to Market Researching
The final result of at least 50% of cases pitched
that were not won are added to system
X2 6 monthly reviews of cost of business per
Partner to ensure data is up to date
50%/50% split on Partner pricing. 50% market
rate, 50% needs of the firm

The 8 steps
Outline the processes
The 8 steps
- Overview.

- Now you are clear on the customer needs, you need to think through how you plan to meet them.
- In order to meet those needs, you need a way to deliver them. When it is the people and the systems that
help you do this, it is your processes that gets the final output, product and service to the customer.
- This stage will enable you to:
• Understand your current processes / operations in terms of how they run and are delivered.
• Understand where there are challenges, bottlenecks and issues.
• Understand where you are currently not serving your customers in the right way.
• Understand where TQM can be deployed successfully to enable you to meet your customer's needs.
- At this stage, Management and wider stakeholders (including those that run the processes) need to agree and
be clear on exactly what is needed to deliver for the customer from a process perspective.
- Only then can TQM truly support in delivering for you. To continue this stage on:
• Map out the new processes you need to deploy in order to meet customer needs, with TQM applied.
• Agree collectively that this is the right approach.
• Run workshops to discuss problems and their solutions, before building them in to your new processes.
- At the end of this stage, you want to leave with a clear vision of your current state AND what needs to be done
process wise to satisfy your customers.
The 8 steps
Outline the process

The 8 steps
- This is an example of a back-office process we mapped to reform within the law firm.
Payroll
Benefits
Send to Benefit
Analyst
Check the data
Confirm data
checked
Finance
Send to Finance
Review the
data
Changes
needed?
Colleague
Make changes
Y
N
Check the data Await sign off
Lead
Sign off data
Initiate
payment
Create
master
data
Receive
payment

The 8 steps
Check the data
Review the
data
Check the data
Await sign off
Sign off data
Waste type: Overprocessing
This rework loop indicates the team are having to
conduct activities and data again and again, running the
same reports / conducting the same reviews.
Impact: Time wasted, process delayed
Solution: Automated creation of data to remove need
for checking
Waste type: Defects
IF this step leads to the above rework loop, it indicates the
production of this data has gone wrong. Therefore, there is
something wrong with the production process.
Impact: A rework loop is created, errors produced
Solution: Automate the process to reduce / remove errors
Create master
data
Waste type: Overprocessing
Reviewing the same data again and again but by different
people means the same information is repeatedly being
processed, for no real gain.
Impact: Time wasted
Solution: All checks conducted within Payroll Team only
Waste type: Waiting
The activities that follow on from this, the initiation of
payment, are consistently held up by this unnecessary sign
off – especially if the data has been checked several times.
Impact: Delay to process
Solution: Remove the need for sign off
Waste type: Skills
Having several departments with varying skillsets checking
the same data in the same way several times is a waste of
time for individuals skilled in their fields.
Impact: Frustration among staff, non-value adding work
Solution: All checks conduced within the Payroll Team

The 8 steps
- When it comes to identifying the processes in-scope, the current and future state, there was a process we
followed.
- This is a tried and tested approach which means you are guaranteed to understand clearly what the current
state of your processes look like, but also how to safely move them to a secure, future and then delivered state.
Agree in scope processes Map the current state process Conduct process analysis Identify quality challenges
& opportunities
Conduct gap analysis Agree on process changes Map the new processes Deploy the new processes

The 8 steps
Form the committee
The 8 steps
- Overview.

- By this stage, you will be comfortable and confident that you have a really strong approach on your hands. It is
one that will deliver for you, will embed TQM for you and will improve your overall quality and performance.
- Given this, now will be the time to form a committee. This committee will be set up to:
• Oversee the activities being deployed for the aim of improvement and change.
• Oversee the method and approach being deployed to achieve these aims.
• Monitor the performance of the TQM efforts, ensuring the return on investment remains throughout.
• Hold those delivering this work to account and keeping them on track.
- Their role can be expanded out, as you wish, to include providing updates to the wider business, asking for
changes to the approach if needed or becoming more hands on with decision making.
- The committee can be made up of whoever you think is required, depending on your business size, type and the
needs of the work you are doing. Often it will include:
• A very senior member of the Leadership Team (or several).
• Senior representatives of the department(s) or process(es) in scope for this work.
• Those who may have a big stake in the output of this work (stakeholders impacted directly by the change).
- Ultimately, this committee is there to ensure the success of this work and hold those delivering it to account.
Form the committee
The 8 steps
Form the committee

Form the committee
The 8 steps
- To form the committee for the law firm TQM programme, we decided on representatives at the “head of” level.
- This would ensure representation for each of the interested parties at a level where they had influence to make
decisions, feed back to the committee what they are hearing and seeing on the ground and were close enough
to their teams to be able to feedback to them what was being agreed at committee level.
Form the committee
Chief of Operations
Head of Real Estate
(Client ops)
Head of Corporate
Finance (Client ops)
Head of Litigation
(Client ops)
Head of Innovation
(Internal Ops)
Head of Procurement
(Internal ops)
Head of Finance
(Internal ops)
- To structure the committee, each
member would bring an update for each
meeting.
- There would then be an agreed approach
to feedback decisions made to the
project team and wider organization.
- There would also be some
representation by the TQM
Project/Programme Manager when this
was needed.
- A rule that was set early was that more
decisions would be made each meeting
than new actions taken away.

The 8 steps
Initiate involvement
The 8 steps
- Overview.

- At this stage, we need to initiate the involvement of two key parties here: Management (including the
Committee) and wider team members.
- Management will now start becoming more involved by, firstly, providing more planning. This will include:
• Planning better for the delivery of work, including a more robust and detailed Project Plan.
• Planning better for who will deliver this work, including expanding out any Resource Plan already created.
• Ensuring all of the hallmarks of a successful project are in place (Communication Plan, Stakeholder Plan, diarized
meetings and updates, status update decks etc.)
- Management will also get more involved at this stage by providing training resources.
- These training resources will go out to the wider business and those involved to train them on:
• TQM, its principles, techniques and ways of delivery.
• The new processes which have been built, and how to deploy them successfully.
• Best practice approaches across other areas of the business.
- This is where Management will step up their game to begin that wider cultural and mindset shift, away from
“this is how we have always done this” thinking, through to a Leaner mindset based around Quality.
- The establishment, delivery and maintenance of quality.
The 8 steps

The 8 steps
- In the law firm example, we felt it was necessary to get Management involved by giving them a remit.
- This remit would see individual Managers having different tasks to complete and be assigned to certain
specific sections of the TQM delivery model.
- This was done to hold them to account, increase involvement and engagement, improve the culture from the
top down and ensure the key aspects of TQM were delivered successfully.
Document / Plan ownership Training provision ownership Active embedment
• Each Manager was given the
responsibility around one plan.
• This plan would need to be created,
completed and kept up to date.
• Plans include Project,
Communication, Stakeholder,
Control, Implementation etc.
• Those on the committee would then
feedback based on their own plan.
• Each Manager was assigned a specific
training need to address.
• They would be responsible for
planning and scheduling the training.
• They also needed to ensure it went
ahead and everyone attended.
• They would also keep track of training
needs, updating the plans and
scheduling further training as needed.
• Each Manager was given the task of
finding a way to embed TQM in.
• This was team specific and would
include ways to embed it in team
meetings, 1:1s and goals.
• They were also tasked with setting up
weekly huddles if required.
• They would also need to pursue
projects around implementing TQM.

The 8 steps
Regularize daily ops
The 8 steps
- Overview.

- Now is the time for us to deliver some real, effective change to the organization through what it does daily.
- This is where we focus our efforts on delivering our operations on a daily basis, how this is done and the outcome
of doing so in the format / method we choose.
- If you think back to the Toyota example, deploying the Kanban board (to do, doing, done) this is where we want
to set up a new system to deliver daily operations. This could include:
• Standardizing how operations are to be delivered daily.
• Standardizing the methods by which they are delivered.
• Standardizing the outputs of the processes, thus standardizing the experience.
- The benefit of taking this approach is that it enables you to improve performance by making it more efficient,
standardized and productive.
- It also means any discrepancies, differences of experience by the customer or impacted quality of product can be
spotted almost immediately and dealt with swiftly. Often though, this approach removes this from happening.
- As part of your standardization efforts, you can deploy:
• SOPs (Standard Operating Procedures).
• Training guides.
• Onboarding materials.
• Daily huddles.
• Kanban boards.
The 8 steps
• Project Management software.
• One trainer.
• Standardized processes (one for all).
• Universal / shared company / employee goals.
• Standard escalation, complaints etc. processes.
• Standard team org structures.

The 8 steps
- To regularize daily ops, Kanban boards were trained out first. It was felt that the graphic representation of the
daily operations, in the office / virtually, in front of people, would help kick start TQM.
- They would be able to use these boards initially for TQM activities, but eventually they would be able to start
using them for their own daily operations. It was about getting them used to the approach early.
- Other ways to do this were identified and initiated early OR were put on the Project Plan to be rolled out
longer term, depending on the findings of the work to be done.
• SOPs (Standard Operating Procedures).
• Training guides.
• Onboarding materials.
• Daily huddles.
• Kanban boards.
• Project Management software.
• One trainer.
• Standardized processes (one for all).
• Universal / shared company / employee goals.
• Standard escalation, complaints etc. processes.
• Standard team org structures.
5 step process to regularize daily ops
Step 1: Communicate out that the change is coming. Get people
ready by letting them know what, how, when and why.
Step 2: Train out the approach. Ensure everyone is fully aware of
how the new approach will work and how to support it.
Step 3: Build and test the approach. Collaborate in the creation of
the approach / tool to get buy in and test that it will work.
Step 4: Embed the approach. Collectively embed the approach
into the relevant process and make it a LIVE activity.
Step 5: Review and improve. Schedule reviews to ensure the
approach is working for the team and improve along the way.

The 8 steps
In pipeline Initiated In progress In completion Closed
Upcoming On hold / stalled
New client onboarding
process reform
Process mapping of
Litigation e2e process
Process mapping of
reporting processes
SOP creation
Schedule post review
calls
Build out Resource Plan
Initiate onboarding of
project support
Process mapping of Real
Estate e2e process
Create project templates
Create project timelines
Basic internal TQM
training
Build out Project Plan
Write launch comms
Choose TQM training
provider
Build out
recommendations
Deliver
recommendations
Have kick off meeting
Conduct process reviews

The 8 steps
Seek continuous input
The 8 steps
- Overview.

- The final stage of the TQM process revolves around the role of Management and employees going forward.
- For Management, they need to keep the momentum going. Even though at this stage you may not be deploying any
more in the way of big TQM project work, you will still be continually improving.
- Management need to keep that continual improvement going by continually engaging with employees to:
• Know what is happening, on the ground, at all times.
• Understand how the changes and improvements have impacted employees.
• Ensure changes that have been deployed will last the test of time.
• Get feedback on what else needs changing and addressing as part of continuous improvement.
- You want to ensure the employees that aided you in the delivery of TQM, that were bought into it early on and have
supported this journey throughout don’t now feel left out.
- You need to keep their buy in for the long term, as continuous improvement requires it and you need their feedback.
- From an employee perspective, you need to ensure you engage with Management, continually, at all levels.
- Establish good channels to do this, whether it be during 1:1s, focus groups, town hall meetings, business wide
surveys, participant observations etc.
- Employee thoughts and experiences are crucial bits of data to not only fix what needs fixing today, but also to shape
the direction of the organization going forward, so ensure you establish the right way to gather this information.
The 8 steps

The 8 steps
- To instil continuous improvement, we trained out the TQM method as well as Lean Six Sigma tools.
- It was also communicated out clearly that this initiative would be a continuous improvement one, and the
input we went for with this programme was around the continuous improvement approach.
- To deliver the continuous improvement approach, we focused on individual employees and Managers to input
their time and efforts, their feedback in terms of experience and what they think we should do next.
Delivered the first TQM Programme
• Identified all of the challenges, identified
the culture, trained employees, built out
the committee etc.
Delivered the first set
of recommendations
Delivered the second set
of recommendations
Delivered the third set
of recommendations
Reviewed the current TQM programme
• Approach & results so far - FEEDBACK
Delivered the next set of recommendations over 3 stages
Reviewed the current TQM programme
• Approach & results so far –
FEEDBACK

The 8 steps
- As well as getting continuous input through the continuous improvement initiatives, the project also sought to
find new ways to ensure input, feedback and communications could flow across the business effectively.
- Therefore, as part of the effort to seek continuous input, a number of new outlets were established to deliver
this effective flowing of feedback not only during and about the TQM work but continually, going forward.
Continuous input avenues opened
Town Halls
Business Improvement Mailbox
Built into 1:1s
Built into Team Meetings
Commentary / feedback options on intranet updates
Lessons Learned Logs established
Employee surveys
- As well as mechanisms to get continuous input
from, rules were put in place to ensure the inputs
were acted upon.
- There was a fear that if employees fed back about
their experiences and their thoughts regularly and
nothing happened, that would lead to this loop
stopping.
- This approach was to keep engagement up.
- Their thoughts were heard, their ideas suggested
and discussed in project and team meetings, and
some were even raised at committee level.
- The rule was: continuous input will only work if it
consistently leads to continuous output.

- Process map.
- Check sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys.
- Run Chart.
Introduction

Process map
- The process map aims to give you a visual representation of the end-to-end process which is followed to get a product, service
or operation from inception through to completion.
- It details the activities, steps, hand offs, departments, decisions points, technologies etc. that make up your process.
- There are a variety of different types of process map, all showing varying types of information. These can include the flowchart,
Business Process Map (BPM), value stream map etc.
- One big benefit of this approach is that it gives you a wealth of information, graphically, you and others can more easily
understand.
- Often in improvement project work, this tool will be used within the first stage or 2, as you want to know what the current state
of your processes are so you can ultimately move them to a future, improved state.
- It is a multifaceted tool that doesn’t just show what is happening but can also be used for process analysis and can be shared
with multiple audiences for multiple purposes.

Process map
Processing of invoices (Finance Process)
Invoice
portal
Client
Billings
Team
Accounts
Payable
Head
of
Finance
Complete invoice
form
Upload invoice
form to portal
Check all data
correct
Submit invoice
form
Process data
Extract invoice
from system
Check invoice has
all correct
information
Is any
information
missing /
incorrect?
Yes
Go back to the
client to request a
re-submittal
No
Send to accounts
payable to sign off
Complete
amendment of
invoice form
Send amendment
form back to
requestor
Review the
information
Review the invoice
case
Any issues? Yes
Go back to the
Billings Team and
query
No
Hand over to the
Head of Finance
for final approval
Respond to the
query in full
Review the invoice
case
Any issues? Yes
Go back to the
Accounts Payable
Team and query
Respond to the
query in full
No
Sign off the
invoice
Review invoices in
system to be
approved
Approve invoices
Generate
completion report

- Process map.
- Check sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys.
- Run Chart.
Check sheet

Check sheet
- A check sheet can also be referred to as a defect concentration diagram or, more simply, a tally chart.
- A check sheet is a structured, prepared form that individuals will use to collect and analyze data.
- There are some parameters you need to ensure are met before thinking about using this tool. They include:
- The data being observed must be collected repeatedly by the same person, in one sitting, in one place.
- The data must be looking at the frequency of something occurring – this can be events, defects, issues etc.
- It can also be used in a production or manufacturing setting.
- Check sheets are effective due to the fact that they are simple, enable you to collect data in pretty much any setting and can be
used to collect data but also analyze it.

Check sheet

- Process map.
- Check sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys.
- Run Chart.
Histogram

Histogram
- Histograms are to be used to understand distributions – indeed, the distribution of the data you have.
- The reason you would want to see the distribution is so you can understand what its basic properties are.
- This is why Histograms will often be used early on in a project when using lots of data – it is a first look.
- Once you know its key properties, you can determine which statistical tests you can apply to the data – if any.
- To do this, you need to ensure your data is continuous – is one stream of data coming from one source over a set period of time.
It cannot be stop and start data or trend data which has been produced sporadically.
- When you have your distribution, your main focus will be on understanding the normality of the data / curve.
- Make sure that when looking to use a Histogram that your process is stable and operating as normal. This tool is not about
finding the root cause of an issue – it is merely showing you the current distribution of your process.

Histogram
Normal distribution
Uniform distribution
Skew right
Bimodal distribution
Skew left
Multimodal distribution

- Process map.
- Check sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys.
- Run Chart.
Pareto Chart

Pareto Chart
- A Pareto Chart is a tool to graphically represent that which could be impacting your process or project the most.
- It runs on the 80-20 rule. That is, 80% of problems can be attributed to 20% of the causes.
- It is an approach which enables you to separate the number of input factors that could impact the output – and then ultimately
make decisions based on this information.
- You will know which inputs are impacting your outputs the most, or which issues are having the biggest direct impact.
- Generally, you will use this tool at the start of an improvement project or to diagnose a root cause during.
- It enables you to prioritise which defects / causes you need to focus your efforts on first, and the amount of effort required.

Pareto Chart

- Process map.
- Check sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys.
- Run Chart.
Fishbone Diagram

Fishbone Diagram
- The Fishbone Diagram approach seeks to identify as many potential root causes of a problem as possible.
- It aims to empower those building the tool to get all possible ideas on the table and mapped out.
- It also provides a series of categories which can help you to frame the exercise, bucketing all potential root causes.
- Once you have completed the tool you have a range of potential causes which can now be worked through to isolate those which
are more likely to be the actual causes.
- This tool will often be used at the start of a root cause analysis exercise, getting all potential ideas out on the table.
- A good tool to gather a lot of information in a relatively short period of time.

Fishbone Diagram

- Process map.
- Check sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys.
- Run Chart.
5 Whys

5 Whys
- A 5 Whys tool is the simple activity of asking “why?”
- We ask “why has this happened”, so “why did that occur?”, so “why did that then happen?” etc.
- We simply ask why, why, why, until we can ask why no further.
- The tool presents this in a structured way to enable flowing thought through to the identification of a potential solution.
- The tool gives you a clear, coherent path from the problem through to a potential solution, with all whys identified.
- This tool can be used anywhere, or at any time. However, many people choose to use this after other tools, such as the Fishbone.
- A methodical approach which gives you the confidence no potential whys will be missed.

- Process map.
- Check sheet.
- Histogram.
- Pareto Chart.
- Fishbone Diagram.
- 5 Whys.
- Run Chart.
Run Chart

Run Chart
- The purpose of the Run Chart is to show the data points in a methodical order – the order in which they occurred.
- The Run Chart enables us to see if the process we are monitoring is changing over time.
- These charts are time based and can carry the alternative name of Time Series.
- The data recorded for these charts can be taken in the field through a Run Sheet, where you observe a process and record what
is happening say every 5 minutes. This data can then be loaded into a statistical software.
- They work a bit like blood pressure monitors – they show you what is happening in a process right there and then. If you have
trend data to hand, you can also look at the long term time picture (weeks, months etc.)
- You can use this tool to understand the variation in your process. You will have a median, and then will plot all of the data points
around the median. The closer to the median your points are the less variation you will have in your process.

Run Chart

- Hints & tips.
- Thank you.
Review of key learnings
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Review of key learnings
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- Total Quality Management is an approach to quality which is laser focused on giving your organization the tools and
techniques needed in order to deliver the right strategy to improve quality and operational performance.
- At definition level, it can be defined as – “The continual process of detecting and eliminating errors, streamlining supply
chains, improving customer experience, and ensuring employees have the right knowledge and skills to conduct their work.”
- Central to the delivery of TQM are the 8 Principles that form the bedrock of thinking and practice when delivering the
approach.
- The 8 Principles are: Customer focus, employee involvement, integrated system, process-centric approach, systematic
approach, continual efforts, fact-based decision-making, relationship management.
- To enable you to deliver TQM successfully on a project level, there are certain stages you need to move through in order to
have the confidence required to say TQM has been successfully delivered within your organization.
- The 8 Steps are: Review the culture, develop a strategy, recognize customer requirements, outline the processes, form the
committee, initiate involvement, regularize daily ops, seek continuous input.
- Alongside this approach and the principles that surround it, you also have a number of tools at your disposal to support in the
establishment, maintenance and improvement of quality within your organization.
- The 7 tools of quality are: Process Map, Check Sheet, Histogram, Pareto Chart, Fishbone Diagram, 5 Whys, Run Chart.
- Quality can be defined as: “The standard of something as measured against other things of a similar kind; the degree of
excellence of something.”
- Once deployed and working well, the aim is to set the TQM approach in motion to continually deliver for your business,
continually improving as it does so.

- Hints & tips.
- Thank you.
Hints & tips
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Hints & tips
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Manage TQM like a project
When deploying for the first time, run the
principles and steps like a project. If possible,
bring in a Project Manager and use PM tools such
as Project Plan, Charter, Change Plan etc.
Utilize templates and documentation
Ensure you use any of the plans available,
including project, change, communication and
control plans, to name but a few. These will help
you keep your work on track.
Workshop, workshop, workshop
Getting people into one room, time and time
again, to discuss, solution, brainstorm and
feedback will be crucial, not only during the
project but post deployment.
Always feedback the results
As a great and non-invasive way to get buy in to
the approach, always feedback the positive
outcomes of the work done. This will help embed
the TQM approach into your business.
Shift the mindset
Successful delivery of TQM, training it out and
attaching it to people's performance goals is just
the start of shifting the mindset. You need to find
a way to embed it into the culture forever.
Be honest about performance
Whether huge successes or significant failures, be
honest about what is happening. Set up good
tracking and reporting methods to ensure there is
transparency of performance throughout.

- Hints & tips.
- Thank you.
Thank you
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