25 Mar 10 – WDM 204 – Session One
Today’s Topics
Learning Objectives
Registration for College Credits
Quality History and Relevance
Defining Quality
Quality Systems
The Role of Leadership
Your Organization’s “Quality System”
25 Mar 10 – WDM 204 – Session One 4
Learning Objectives
In this class, students will learn the how to develop a structure and process for continuous quality improvement (C.Q.I.).
The class will understand the challenges essential to effective C.Q.I., and learn the potential solutions. Practical tool(s) will be provided.
They will demonstrate their learning by in class discussion of workplace experiences, and group discussion of case studies.
Additional reading reference(s) will be provided.
WDM 204: Continuous Improvement
Understanding Quality - Part OneHistorical Perspective of Quality
What “Quality” Means
25 Mar 10 – WDM 204 – Session One 6
Why Study Quality History?
“If history repeats itself, and the unexpected always happens, how incapable must Man be of learning from experience.”– George Bernard Shaw
Irish dramatist & socialist (1856 - 1950)
“Insanity: doing the same thing over and over again and expecting different results.”– Albert Einstein
Physicist (1879 - 1955), (attributed)
25 Mar 10 – WDM 204 – Session One 7
Rekhmire Tomb — 1450 B.C.
From this finding, it is now known that measurement was already understood and was considered important.
Please provide an example of something in your
organization which is not measured.
What would be the effect of measuring it?
25 Mar 10 – WDM 204 – Session One 8
Organizations — 1500 to 1790 A.D.
Skilled craftsmen, art form
Apprenticeships
Maker-to-buyer contact
Craftsman skill is still highly valued today and brings premium pricing.
Please provide an example of something in your organization which is
craftsman like.
What is the effect of having it that way?
25 Mar 10 – WDM 204 – Session One
Mary Parker Follett (1868–1933)
Pioneer in the field of organizational behavior; managing not-for-profit, non-governmental, and voluntary organizations
Lateral processes within hierarchical organizations
The importance of informal processes
Please provide an example of a “lateral process” in
your organization.
What is the effect of operating that way?
25 Mar 10 – WDM 204 – Session One 10
Eli Whitney:The Father of Modern Quality
(1765-1825)
“A good musket is a complicated engine and difficult to make – difficult of execution because the conformation of most of its parts correspond with no regular geometrical figure.” (1798)
25 Mar 10 – WDM 204 – Session One 11
Frederick W. Taylor: The Father of Industrial
Engineering and Scientific Management (1865-1915)
1. The development of a true science
2. The scientific selection of workman
3. The scientific education and development of the workman
4. Intimate and friendly cooperation between management and “the men”
25 Mar 10 – WDM 204 – Session One 12
Frank Gilbreth: Father of Lean (1868–1924)
Taylor was a stopwatch man and Gilbreth was a process/method man:– One best way of doing things
– Elimination of waste
– Process charting
What is the difference between Taylor and
Gilbreth?
Which would you choose to make your organization
more effective?
25 Mar 10 – WDM 204 – Session One 13
Dr. Kaoru IshikawaThe Father of Quality Circles
(1915–1989)
“The results of company-wide activities are remarkable, not only in ensuring the quality of industrial products, but also in their contribution to the company’s overall business.”
25 Mar 10 – WDM 204 – Session One 14
Organizational Excellence — 1988
Defined key business drivers
Defined how they should change
Select tools
Develop a three-year improvement plan
Update yearly
Drucker
Peters
What is a key business driver in your organization?
What effect does that key driver have on your
organization?
25 Mar 10 – WDM 204 – Session One 15
Robert Kaplan and David Norton — Fathers of Balanced
Scorecard — 1991 Internal and external measurements
Financial measurements are inadequate
Long and short term
Four perspectives:– Learning and growth
– Business process
– Customer
– Financial
Kaplan
Norton
Why are financial measures inadequate?
25 Mar 10 – WDM 204 – Session One 16
W. Edwards Deming (1900–1993)
Trained American industrialists during WWII (SPC)
Presented to JUSE – Japan’s Quality Organization
Deming’s Concepts– System of Profound Knowledge
– Prevention by Process Management
– Chain Reaction for Quality Improvement
– Common Cause and Special Variation
– 14 Points
– Deadly Diseases
Must you treat your organization as a system?
Can you improve your organization as a system?
25 Mar 10 – WDM 204 – Session One 17
The Toyota Production System
Toyota put it all together
1958 – sold only 958 cars in US (Toyopet Crown)
2005 – sold 2,164,170 cars in US
2008 – became #1 in US Sales
The Toyota Production System (TPS) is the root of today’s Lean Management
Systems
25 Mar 10 – WDM 204 – Session One 18
Defining Quality
Please take a few minutes to write the answers as you see them now:– What is “quality?”
– Who says whether something is “great quality?”
Report out as a Team
25 Mar 10 – WDM 204 – Session One 19
Is Quality “Naturally Occurring?”
How does “quality” happen?
Do organizations naturally tend toward quality, or toward “variation?”– variation is a difference in outcomes from the same
process
Why do you think that is so?
25 Mar 10 – WDM 204 – Session One 20
Who Is Responsible for Quality?
Who should be on this list?– Leadership?
– Employees?
– Customers?
– Other Stakeholders?
– Others we missed?
25 Mar 10 – WDM 204 – Session One 21
An Event, or a System?
Can you have good quality by each person addressing errors as they occur, but nothing more?
What else may be required?
25 Mar 10 – WDM 204 – Session One 22
Elements of a Quality System
Leadership – what is their role?
People – what is their role?
Process – what is its role?
Anything we’ve missed?
25 Mar 10 – WDM 204 – Session One 23
The Role of Leadership
Is effective leadership critical to an effective quality system?
What are the pro’s of a system driven by leadership?
Any con’s?
Can you have effective leadership, and still not have an effective quality system?
25 Mar 10 – WDM 204 – Session One 24
Typical Quality “System”
Mission Statement,Goals & Objectives,
Key Metrics
Quality Tools
People & Processes
Stakeholder Feedback
25 Mar 10 – WDM 204 – Session One 25
What Ruins Quality?
Mission Statement,Goals & Objectives
Key Metrics
Quality Tools
People & Processes
Stakeholder Feedback
Variation
Who did this?
25 Mar 10 – WDM 204 – Session One 26
Quality System Cycles
This graphic represents the quality systems approach to several hundred leading organizations.
Do you recognize any of them?
Do you see any similarities?
25 Mar 10 – WDM 204 – Session One 28
Your Organization’s Quality System?
Please describe it… written?
Do you still have your organization’s mission/objectives with you?
Please bring both to the class for the remainder of our training– you don’t have to share them if you don’t want to,
– you should reflect on how this training can support them,
– and whether you have any questions in that context.
25 Mar 10 – WDM 204 – Session One 30
Personal Practicum ChecklistProject Charters
What do I need to know to try this at work?
When before the next class will I try?
What is my greatest concern in doing so?
25 Mar 10 – WDM 204 – Session One 31
Discussion of Personal Practicum Checklists
Any questions on the how?
Let’s hear a couple of examples of the when?
Let’s hear a couple of examples of concern?
Let’s practice working through those concerns…