Post on 12-Jan-2016
Copyright (C) 1993 – 2005 Michael Arthur Johnson
mjohnson@redbead.com371-923-8267 - - Riga, Latvia
Beyond Total Quality Management
Learn to live the talk !
Copyright (C) 1994 - 2005 Michael Arthur Johnson
5 June 2002
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Beyond Total Quality Management
Learn to live the talk !
Copyright (C) 1994 - 2003 Michael Arthur Johnson
The BEAD-BOX GAME tm
Patricia LTD371-923-8267 - - mjohnson@redbead.com
31 Aug 2000
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Note: Pause here and discuss several examples of customer satisfaction vs delight issues. Examples include dental office, BWM payoff, ordering flowers mothers day and what to be included
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Want to create delight not just satisfaction !
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Note: Pause here and have customers and suppliers brainstorm their expectations for each other and for today's meeting.
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Total Costs Are: The Sum Of:
Tasks x hours x ($ - € - Ls) rate
Rework Costs (training)
Wasted tasks (planning)
Changes in mind (expectations)
What's really the issue
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Agenda Welcome - Agenda "buy-in" Introduction to Personal Satisfaction QUALITY is KEY - Total Quality Control Management Style - It is a process too Customer Focus - We are all customers People Focus - Listen, Act & Empower People and Customer - Combined effort Supplier Involvement - Total effort
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Cultural ChangeAttitudes & beliefs - Home, workSystem in which we workWay we manage peopleEnvironment in which we workMethods used to solve problemsCustomer supplier relationship
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Old Way New WayContinuous Improvement
A New Way of Thinkinga Paradigm Shift
Time
Value
Time
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Customer - Supplier Relationships
are important !
Copyright (C) 1993 – 2005 Michael Arthur Johnson
What Supplier expects ?
Copyright (C) 1993 – 2005 Michael Arthur Johnson
What Client expects ?
Copyright (C) 1993 – 2005 Michael Arthur Johnson
What is Quality ? Quality is: as seen by the user Quality is not: preference Quality is not: technology or features Quality is not: backup systems Quality is not: overdesign Quality is: uniformity
Copyright (C) 1993 – 2005 Michael Arthur Johnson
What TQM is not ? Video tapes Audio tapes Text books Flashy marketing tools Four color sales brochures Text books Consultants Soap boxes
Copyright (C) 1993 – 2005 Michael Arthur Johnson
THE BEAD-BOX GAME (tm)
A game with a message
Copyright (C) 1993 – 2005 Michael Arthur Johnson
The BEAD-GAME Company
The company consists of the following "willing workers":
– Plant manager– Controller or "bead counter"– Inspector– Chief inspector– Two "willing workers" - employees– A customer
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Follow script and play the game
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Game points
It is important to have a clear and measurable "operational definition" between a customer and supplier
A "willing worker" has little or no control over a process or system
If management is not satisfied with the results of the system then management must take action to change the system
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Every RED BEAD has a name on it.
.....and a cost associated with it.
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Waste - Rework - Changes in mind
Waste - due to poor planning
– Overtime costs– Re-planning– Accounts / collections
Rework - due to poor training
– Supplier Claims– Customer claims– Re-training
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Who knows the name on the RED BEAD?
Copyright (C) 1993 – 2005 Michael Arthur Johnson
The "willing workers"
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Why don't they tell us ?
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Fear !
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Whose responsibility is this?
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Management is responsible
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Game terms A"process" - series of related tasks grouped in
sequence A "system"- interacting group of items forming a
unified whole A "stable process" - one with no indication of a
special cause Improvement of a stable system requires
fundamental change in the system Priority of system improvement should be to reduce
variation
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Game terms....continued
A process in statistical control is random and predictable
To make fundamental change in a system may be complex and costly
A system may be stable, yet turn out faulty items and mistakes
A special cause may not occur again It may not be cost effective to solve special causes
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Game terms....continued
Tampering is to take action to the system in response to faulty items
Tampering may cause an increase in future costs
Management should avoid tampering
Copyright (C) 1993 – 2005 Michael Arthur Johnson
What's really the issue?
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Total Costs Are
The Sum Of:Tasks x hours x ($ - € - Ls) rate
Rework Costs (training)
Wasted tasks (planning)
Changes in mind (expectations)
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Make "sense" from Alphabet SoupDollars and cents - make a profit !
Instead - get back to the basics
Copyright (C) 1993 – 2005 Michael Arthur Johnson
What's wrong with many TQM programs?
Employees are tired of another soapbox Implementation is fragmented Support does not come from the top Fear exists within the organization Management doesn't see the fear Two way communication is difficult Dependent on specific people not process
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Old Way New WayContinuous Improvement
A New Way of Thinkinga Paradigm Shift
Time
Value
Time
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Cultural ChangeAttitudes & beliefs - Home, workSystem in which we workWay we manage peopleEnvironment in which we workMethods used to solve problemsCustomer supplier relationship
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Beyond Total Quality Management
Learn to live the talk !
December 12, 1993
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Management CycleIt's a process too !
Shared VisionShared ValuesLead EffortM easure ResultsRevise PlansDo It Again
PCDA Deming Cycle
Copyright (C) 1993 – 2005 Michael Arthur Johnson
How do we overcome these issues?
Develop clear, measurable specifications Calibrate your measuring techniques Brainstorm the critical issues Document the process flow Collect data on the process performance Analyze the process data Outline improvements to the process Repeat above steps (Plan,Do,Check,Act)
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Cultural ChangeAttitudes & beliefs - Home, workSystem in which we workWay we manage peopleEnvironment in which we workMethods used to solve problemsCustomer supplier relationship
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Total Quality Management
–
Management philosophy / operating methodology totally committed to QUALITY that .....
Focuses on: Continuous Improvement Requires: Universal Participation Results in: Customer Satisfaction
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Leadership - A Vision
Create a vision, a destination Build a level of trust, eliminate fear Communicate openly and carefully Understand and cooperate Entrust responsibility, accountability Personal involvement in training Facilitate the process improvements
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Team Building - It's a result
Team building is an element of:
Quality improvementPride of workmanshipMoraleJoy in work
Copyright (C) 1993 – 2005 Michael Arthur Johnson
How do we really do it? Get back to basics Look at the issues differently Start with your Personal Satisfaction QUALITY is KEY - Total Quality Control Management Style - It is a process too Customer Focus - We are all customers People Focus - Listen, Act & Empower People and Customer - Combined effort Supplier Involvement - Total effort
Copyright (C) 1993 – 2005 Michael Arthur Johnson
How to get started ?
Pick 4 to 6 key points to measure Collect and plot data for past 60 days Train each key manager Brainstorm with willing workers Prioritize the issues and fix the easy ones Communicate the successes Ask for more PDCA the processes
Copyright (C) 1993 – 2005 Michael Arthur Johnson
When to start ?
Tonight !
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Remember
What gets watched
- gets fixed !
Copyright (C) 1993 – 2005 Michael Arthur Johnson
Final thought
Only our customers can tell us what they want and how they want it . We are all customers and suppliers of each other in this modern business world.