TOTAL QUALITY MANAGEMENT

Karel de Grote-Hogeschool Antwerpen

Ing. Emiel Billiet & Ing. Erwin Smet Co-ordinator Total Quality Management

Faculty of Industrial Sciences and Technology

Part 1: Introduction in Total Quality Management • Quality • Kaizen • Deming Cycle • Problem Solving Model • Problem Definition

Part 2: Creativity • Definition • 37 ways ... to innovate • Measuring Creativity • Restraints • Lateral Thinking

Part 3: Some Quality Management Tools

• Brainstroming • Ishikawa Diagram

Part 4: Workshop

Content

“Quality is how far a product satisfies the demands of the customer in particular and of the society in general.” how far to measure, to compare product services, software, hardware,

processed materials (ISO 9000:2005)

demands specifications, directives, etc. customer organization or person who will decide society legislator, consumer organizations, etc.

“Quality: degree to which a set of inherent characteristics fulfils requirements.” (ISO 9000:2005)

Quality: definition(s)

Process-based quality management system

(ISO 9000:2005)

“KAIZEN means ongoing improvement involving everyone - top management, managers, and workers.” (Masaaki Imai)

KAI = CHANGE ZEN = GOOD KAIZEN= CONTINUOUS IMPROVEMENT

KAIZEN = small steps

KAIZEN

PLAN: Develop a plan for improvement DO: Execute that plan CHECK: Check (“study”) results and look to expectations ACT: Make sure that the problem can’t occur again by defining or adapting standards

Deming Cycle

Definition of the problem

Problem analysis

Search for causes

Development of a remedy

Establishing a plan for

implementation

Execute that plan

Check whether the suggested

improvement has been realized

Make or adjust a standard to assure

that the problem can’t arise again

PLAN

DO

CHECK

ACT

Problem Solving Model

PPD items:

• Process week-end traffic

• Parameter number of dead young people

• Direction reduction by 30%

Example: Reduce the number of dead young people in week-end accidents by 30%

Problem Definition

9

= attitude, way of living, …

never being satisfied … be open to alternative approaches be open to ideas of others never consider ideas as worthless

Creativity

10

= “a mental and social process involving the generation of new ideas or concepts, or new associations of the creative

mind between existing ideas or concepts,

creativity is fueled by the process of either conscious or unconscious insight.”

Creativity

11

break through of patterns, habit

and certainty

Creativity

12

37 ways … to innovate

a “checklist”

inspiration sources for product ideas or product development.

based on successful innovations, important trends, principles or evolutions.

useful in individual or group brainstorms

browse systematic or let you inspire at random

www.newshoestoday.com

Starting conditions:

• everybody knows the rules

• appoint a facilitator (coordinator)

• appoint a recorder

• participants should be complementary rather

than supplementary

• lay-out of the meeting room: participants facing

a whiteboard, flipchart, … (= the problem) not

one another

BRAINSTORMING

Goal: creatively generating lots of

new ideas in a short period

HACKETT, D. & MARTIN, C.L., FACILITATION SKILLS FOR TEAM LEADERS,

Menlo Park, 1993, p. 31

Rules:

• the group has 6 to 12 participants, equal in status

• every participant in turn gives one idea

• every idea is exposed (blackboard, slide, paperflap, etc.)

• do not criticize (no matter how foolish an idea may seem)

• quantity rather than quality

• find other ideas through association, combination,

mutation, …

• continue until everyone has emptied his brain

HACKETT, D

. &

MARTIN

, C.L

.,

FACIL

ITATIO

N S

KIL

LS F

OR T

EAM

LEAD

ERS,

M

enlo

Park

, 1993, p.

67

BRAINSTORMING

Ishikawa Diagram

in other words:

to order,

to group,

to look for relations,

to remove,

etc.

Cause-Effect Diagram, Fishbone diagram

Goal: identifying and structuring the causes of a

given effect

BRASSARD

, M

., T

he m

em

ory

Jogger

Plu

s+

Featu

ring t

he

Seven M

anagem

ent

and P

lannin

g T

ools

, Bosto

n,

1989

Steps:

• define the problem (“effect”)

• make a list of causes (brainstorming)

• define some categories (primary cause area’s)

Four or Six Ms’

• assign the different causes to the categories

Ishikawa Diagram

(EVANS, J. & LINDSAY, W., The management and control of quality, s.l., s.d., p. 262.)

19

Definition of the problem

Problem analysis

Search for causes

Development of a remedy

Establishing a plan for implementation

Execute that plan

Check whether the suggested improvement has been realized

Make or adjust a standard to assure that the problem can’t arise again

PLAN

DO

CHECK

ACT

Creativity

20

Creativity quotient? Torrance Test of Creative Thinking (1974):

fluency

flexibility

originality

elaboration

Measuring Creativity

21

Lateral thinking

“The natural search for alternatives takes place when the obvious approach is seen to be inadequate, or when there is no obvious

approach. The lateral search for alternatives takes place even when there is an obvious approach which seems highly satisfactory.”

E. De Bono

22

= method of thinking by changing concepts and perception

only using traditional step-by-step logic

recognize dominant ideas that polarize

perception of a problem

search for different ways of looking at things,

relaxation of rigid control of thinking

use of chance to encourage other ideas

Lateral thinking