Copyright (C) 1993 – 2005 Michael Arthur Johnson [email protected] 371-923-8267 - - Riga,...

Copyright (C) 1993 – 2005 Michael Arthur Johnson

[email protected] - - Riga, Latvia

Beyond Total Quality Management

Learn to live the talk !

Copyright (C) 1994 - 2005 Michael Arthur Johnson

5 June 2002




Copyright (C) 1994 - 2003 Michael Arthur Johnson

The BEAD-BOX GAME tm

Patricia LTD371-923-8267 - - [email protected]

31 Aug 2000


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


Want to create delight not just satisfaction !


Note: Pause here and have customers and suppliers brainstorm their expectations for each other and for today's meeting.


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


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


Cultural ChangeAttitudes & beliefs - Home, workSystem in which we workWay we manage peopleEnvironment in which we workMethods used to solve problemsCustomer supplier relationship


Old Way New WayContinuous Improvement

A New Way of Thinkinga Paradigm Shift

Time

Value

Time


Customer - Supplier Relationships

are important !


What Supplier expects ?


What Client expects ?


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


What TQM is not ? Video tapes Audio tapes Text books Flashy marketing tools Four color sales brochures Text books Consultants Soap boxes


THE BEAD-BOX GAME (tm)

A game with a message


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


Follow script and play the game


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


Every RED BEAD has a name on it.

.....and a cost associated with it.


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


Who knows the name on the RED BEAD?


The "willing workers"


Why don't they tell us ?


Fear !


Whose responsibility is this?


Management is responsible


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


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


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


What's really the issue?


Total Costs Are

The Sum Of:Tasks x hours x ($ - € - Ls) rate

Rework Costs (training)

Wasted tasks (planning)

Changes in mind (expectations)


Make "sense" from Alphabet SoupDollars and cents - make a profit !

Instead - get back to the basics


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


Old Way New WayContinuous Improvement

A New Way of Thinkinga Paradigm Shift

Time

Value

Time




December 12, 1993


Management CycleIt's a process too !

Shared VisionShared ValuesLead EffortM easure ResultsRevise PlansDo It Again

PCDA Deming Cycle


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)


Total Quality Management

–

Management philosophy / operating methodology totally committed to QUALITY that .....

Focuses on: Continuous Improvement Requires: Universal Participation Results in: Customer Satisfaction


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


Team Building - It's a result

Team building is an element of:

Quality improvementPride of workmanshipMoraleJoy in work


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


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


When to start ?

Tonight !


Remember

What gets watched

- gets fixed !


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.

Copyright (C) 1993 – 2005 Michael Arthur Johnson [email protected] 371-923-8267 - - Riga,...

Documents

Transcript of Copyright (C) 1993 – 2005 Michael Arthur Johnson [email protected] 371-923-8267 - - Riga,...