2.  Why is it desirable  Cars Cars  Cars 2 Cars 2  What does quality mean in your organisation?

3.  Write on post it notes what quality measures are in place.

4.  Control – looks at final product  Assurance – looks at the process, can head of potential problems

5.  A company wide, proactive effort to improve quality.

6.  Think of a process, task, product that you feel has difficulties or could be improved.  Write a one sentence outline of the problem (timer 2 mins).  Map out a process (Identifying internal and external customers) (10 mins)  Timer Timer

7.  In small groups explain the process from your flow diagram and ask your colleagues to help you identify problems (7 mins per process)  Problems can be small or large

8.  Ishikawa’s Fishbone diagram can help identify various inputs to the process.

10.  In small groups, choose one problem and work collectively on producing a fishbone diagram. (15 mins)

11.  Think of a quality problem in a process that you use every day.  Write a statement or brief explanation of what this process does  Create a flow chart of the process  Write down the problems with the process  Investigate potential causes (fishbone)

12.  Gather data on the defects Pareto chart

13.  Review past data (run chart)

14.  Apply a new fishbone which is very specific to a targeted area.

15.  Control Chart  Calculate the mean (the accepted norm)  Add it to the run chart to track when things become out of control.  Test the suspected problem

16.  Considering complex information  Giving a relevant cogent response in appropriate language  Adapting contributions in discussions to suit audience, purpose and situation  Making significant contributions to discussion, taking a range of roles  Helping to move discussion forward.

17.  Guest Speaker to go through case study of Lean Sigma  Points to discuss ◦ It is a useful tool for quality improvement? ◦ Would it be useful in your organisations? ◦ What areas in your organisation do you think it would have greatest impact? ◦ Would your managers buy into it? ◦ Is it important for all orgs to listen to the voice of the customer? ◦ Are customer requirements sought or assumed? ◦ Do you know how to measure the costs of poor quality and does the organisation?

19.  ISO  Covers all area of business ◦ Facilities ◦ People ◦ Training ◦ Services ◦ Equipment  ISO Case studies  IiP  How do the above compare to a TQM

20.  Benchmarking is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others  Death Rates Death Rates  Minimum Levels of Performance

22.  Keep a track of short comings  Sergesketter developed an initial checklist  He counted defects and took measures to reduce them  Measure improvements once he became aware of the defects

23.  On time for meetings,  Answer phone in two rings  Return phone calls same or next day  Respond to letters in five business days  Clean desk  Credenza: only same day paper  Never need a haircut  Shoes always shined  Clothes always pressed  Weight below 190 pounds  Exercise at least three times a week.

24.  Waste Reducers (on time to meetings)  Activity-expanding activities (talk to all individuals in the team once a week)  Balance your list – if in doubt start with more waste reducers.

25. a basic document of what you are planning to accomplish and when: provides written credibility to the entire process is a visible sign of management support and commitment Updated regularly to indicate what you are doing, how you are doing, and plan to do in the future. It is not a one time event

26.  NHS  Education  Police

27.  Critically assess ◦ “The easiest way is to make 2 columns, the good and the bad. Then try to prove how the good could be bad and the bad could be good and make an over-all judgement on which is the more critical point, avoiding the bad or trying to fix the good.”