BS1036 Quality Management in the Public Sector 4: TQM Gurus [2]

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Joseph JURAN Quality just not just happen but has to be planned Trilogy of Quality Planning Quality Control Quality Improvement

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Joseph JURAN Quality PLANNING consists of: Identifying customers and their needs Establishing optimum quality goals Creating measurements of quality Plan to meet quality goals under operating conditions Produce continuing results

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Joseph JURAN Emphasises the importance of internal as well as external customers Concept of ‘fitness for use’ to be applied to the interim product for all internal customers Actions should consist of 90% substance, 10% exhortation (not the reverse)

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Dr Kaoru Ishikawa is best known for: Cause and effect (Fishbone) statistical techniques

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Dr Kaoru Ishikawa is best known for: Cause and effect (Fishbone) statistical techniques http://www.sas.com/rnd/app/qc/qcparish.html Company wide quality Quality circles http://www.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000110.html - ishikawa

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Philip CROSBY Quality is defined as conformance to requirements Traditional quality control represent failure Manufacturing companies spend 20% revenues doing things wrong so… ‘Do it Right First Time’ ‘Zero Defects’

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Philip CROSBY Without reservation senior management is entirely responsible for quality Goal should be to give all staff training and tools of quality improvement to apply the concepts of Prevention management Quality improvement has to be ongoing

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Philip CROSBY Characteristics of continuing success… People do things right first time Change is anticipated and used to advantage Growth is consistent and profitable New products and services appear when needed Everyone is happy to work there

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Philip CROSBY Four absolutes of Quality Management Quality is conformance to requirements Create quality by prevention, not appraisal Performance standard should be ‘Zero Defects’ Measurement of quality is the price of non-conformance Hence ‘QUALITY IS FREE’

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Tom PETERS MBWA (Management by Wandering About) in which Listening (suggests caring) Teaching (values must be transmitted when fact to face) Facilitating (on the spot advice) Leadership not Management

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Tom PETERS More recently, five themes are… Customers Innovation People Leadership Systems

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Tom PETERS 12 attributes of successful American companies.. Management obsession with quality Passionate systems Measurement of quality Quality is rewarded Everyone is trained for quality 6. Multi-function teams

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Tom PETERS 12 attributes of successful American companies.. Small is beautiful Create endless ‘Hawthorne effects’ Parallel a route to management through quality Everyone is involved When quality goes up, costs go down Quality improvement is a never-ending journey

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Evaluation… The new messiahs preaching… A plethora of initiatives Ultimately exploitative No easy nostrums for success as market conditions may vary Latest brand of ‘snake oil’

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Criticisms … TQM is a passing fad Only 20% of Fortune 500 companies are satisfied with TQM initiatives Malcom Baldridge Award never gained any prestige 73% of electronics companies have quality programs, but more than half show less than 10% improvement.

BS1036 Quality Management in the Public Sector 4: TQM Gurus [2] Evaluation of the Gurus… What remains of enduring value ? Are they culturally specific ? Were their writings designed to meet particular problems in a historical time scale How applicable are concepts to service industries such as education, health, social services ? Who IS the customer ?