25 Mar 10 – WDM 204 – Session One

Cape AreaManagement Program

(CAMP)Sponsored by the Cape & Islands

Workforce Investment Board

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?

Breakout Session

Form Teams of Three to Five People

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.

Class Discussion

Your Workplace’s Quality

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…

Questions or Comments Before We End?