1. Total Quality Management Continuous Improvement
(TQM) and
Continuous Improvement

2. TQM and Continuous Improvement
1. Signs of Un-quality
2. Quality Defined
3. TQM Defined
4. Traditional vs. TQM Culture
5. TQM: How It Is Achieved
6. Tools for Generating Ideas
7. Five-phase Approach to Implementation
8. The Malcom Baldrige Quality Award

3. Signs of Un-Quality Process Time Increases Number of Inspections
Micro-
Management
Experienced
Workers
Leave
Customer
Complaints
Increase
Number of
Meetings
Increases

4. Quality. . .
. . . Is a dynamic state associated with products, services, people, processes, and environments that meet or exceed current expectations.

5. TQM: A Definition
TQM is a team-based cooperative form of doing business that relies on talents and capabilities to continually improve quality and productivity.

6. Two Key Philosophies:
Continuous Improvement

7. Traditional vs. TQM Culture
Aspect Traditional TQM
Mission
Maximize ROI
Objectives
Short term,
Inconsistent
Long and short term,
consistent
Management
Open, encourages
employee input
Issue orders,
enforce
Coach, remove barriers,
build trust
Customer
Requirements
Not highest priority,
may be unclear
Highest priority,
identify and understand

8. Traditional vs. TQM (cont.)
Aspect Traditional TQM
Problems
Assign blame,
punish
Identify and
resolve
Problem solving
Not systematic,
individuals
Systematic,
teams
Improvement
Erratic
Adversarial
Partners
Jobs
Narrow,
specialized
Broad, more
general
Focus
Product

9. Elements of TQM Continuous improvement Competitive benchmarking
Employee empowerment
Team approach
Decisions based on facts, not emotions
Knowledge of tools
Supplier quality

10. Tools for Generating Ideas
Brainstorming
Quality Circles
Benchmarking

11. Benchmarking What Organization Does It the Best? How Do They Do It?
How Do We Do It Now?
How Can We Change to Match or Exceed the Best?

12. Tools for Generating Ideas
Brainstorming
Quality Circles
Benchmarking
The 5W2H approach

13. The 5W2H Approach
What?
Why?
Where?
When?
Who?
How?
How Much?

14. Five-Phase Approach to Implementation
Preparation
Phase 2: Planning
Phase 3:
Phase 4: Implementation
Phase 5: Diversification

15. Phase 1: Preparation Develop A Vision Statement Develop Goals
Outline Policy
Communication
Empowerment

16. Phase 2: Planning Forming A Team Training Identifying Expectations
Identifying Obstacles
Selecting & Training A Coordinator
Prioritizing
Identifying Support Services

17. Phase 3: Customer Survey Organizational Assessment
TQM Planning Inventory
Training Feedback

18. Phase 4: Implementation
Selecting & Training Support Personnel
Training Management & the Workforce
Executive Reinforcement
Controlling

19. Phase 5: Diversification
Supplier Involvement
Competitive Analysis
Select Strategic Suppliers
Certify Suppliers
Networking

20. Baldrige Award Criteria Framework
Goal
System
Customer
Satisfaction
satisfaction
relative to
competitors
Market Share
“Driver”
Management
of Process
Quality
Customer
Focus and
Satisfaction
Senior
Executive
Leadership
Human
Resource
Development
and
Management
Measures of
Progress
Quality and
Operational
Results
Strategic
Quality
Planning
Product and
service quality
Internal quality
and productivity
Supplier quality
Information
and Analysis

21. Baldrige Award Winners
Motorola’s quality control problems:
poorly designed assemblies
incorrect parts ordered or shipped by suppliers
defective or damaged parts from suppliers
machinery incapable of operating within control limits
insufficient training

22. Baldrige Award Winners
AT&T’s Three Priorities for Quality
First, to step up their efforts to have the best quality in the world.
Second, to keep striving for an operating style and behavior that focused more sharply on customer needs.
Third, to continue to develop into a truly global corporation.

23. Baldrige Award Winners
“We listen, we learn, and we act constantly so that the quality of our products and services will keep improving.”
Globe Metallurgical, Inc.

24. Baldrige Award Winners
Total Quality is “performance leadership in meeting customer requirements by doing the right things right the first time.
We’ve developed a culture where employees involved in quality are the norm. The Total Quality attitude is so pervasive that it’s those who don’t participate who are the exception.
Westinghouse Electric

25. Baldrige Award Winners
Leadership through quality was a long-term process meant to change the way our people worked and managed so they could continuously improve the way they met the requirements of the customers.
The Baldrige process is valuable because it forces you to look at your company the way the customer sees it - not the way you think it is Xerox

26. Baldrige Award Winners
You can’t simply place people on teams and expect the outcome to be favorable. In order to achieve success, you need to create an atmosphere that is conducive to teamwork and establish some guidelines.
The Wallace Company

27. Baldrige Award Winners
A business can survive only through improvement. The Baldrige forces you to stay on your toes.
It’s a beautiful system. I think companies will take it seriously, use it primarily as a tool for improvement, and work hard to reap tremendous benefits in a short period of time.
Granite Rock

28. Baldrige Award Winners
Eight great benefits Baldrige has brought:
1. More aggressive, strategic goal setting.
2. Enhanced quality awareness.
3. Improved customer awareness.
4. Better benchmarking.
5. Development of new, quality-driven operations.
6. Improved supplier management.
7. Stronger employee participation and recognition.
8. Problem-solving through teambuilding.

29. Ten Commandments of Continuous Improvement
1. Put the customer first. 2.
3. Design quality into products and services.
4. Improve everything, continually.
5. Create and support a safe and open work environment.

30. Ten Commandments of CI (cont.)
6. Do not shoot the messenger.
7. Stop imitating the Japanese. 8.
9. Do not sacrifice long-term improvements for short-term profits.
10. Quality is not enough.