Daisy ChouKMDC, Hon. Chairlady

Master Black BeltKnowledge Management Manager

Strategic Quality ManagerResearch DirectorChief Statistician

Lecturer

The Evolution of Quality

Management

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Revolution of (Quality) Management

Scientific Management (1880-1950) Frederick Taylor

Management By Objective (1950-1980) Peter Drucker, Peter Senge

Quality Management / Total Quality Mgt (1980-now) Walter Shewhart & Edward Deming

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Evolution of Quality Management (since 1980)

Quality Circle Total Quality Management Total Quality Service Benchmarking Process re-engineering Learning Organization Information Management Knowledge Management

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Stage I Quality Management:TQM (mid 80’s- mid 90’s)

Senior Management - sponsor and finance project

Manager / supervisor – lead and commit on process improvement

Quality consultant – provide training, support and occasionally share knowledge

Work-improvement team – identify and select problem, data collection, recommend and implement solution

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Strategies and Tools

Each unit (division, region, function) has process improvement project

All people were trained in TQM concepts and tools Seven tools of Quality Tools Benchmarking tool Climate Survey Customer Satisfaction Survey Quality Personnel title / position (Mostly

overlapped with functional role)

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Quality Personnel

Understand TQM philosophy Use of TQM tools Functional knowledge: mainly manager,

engineer, HR, technician Skills: articulate, convincing, presentation

skill, business acumen, team player Preferred knowledge: statistical,

organizational, business, senior management relationship

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Roles & Responsibility Quality Personnel with dual roles:

Day to Day functional operations Facilitate TQM training Facilitate or lead process improvement Collaborate with corporate quality group and align business quality

strategy and goal to the corporate’s.

Full-time Quality Personnel: TQM specialist Articulate TQM philosophy and competence on use of TQM tools and

statistical techniques Change agent Provide consultancy to business unit’s management, quality personnel

on quality training, improvement Work closely with external quality consultants or quality personnel of

other enterprises Develop Quality strategy and support top management implementation

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How To Do (PDCA)

Plan: (Flow-charting, Brainstorming, ‘Fishbone’, Multi-voting, Pareto)

1. Team formation: manager (leader), supervisor, engineer, technical, customer service, administration, quality consultant (facilitator)

2. Initiate planning process, Analysis current situation Identify opportunity (eg Fault Repair – recurring fault within 2 weeks)

3. Develop Improvement (eg develop new procedures /checklist for fixing recurring fault)

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PDCADo: (Control chart, statistical analysis, staff survey)

Implement the pilot (check the process for an unintended outcome)

Check: (Action plan, control chart, performance data)Evaluate the Pilot (if the new procedures/materials reduce recurring faults)

Act: (Document)Standardization, training, and monitor

Check: Review regularly

Future Planning : PDCA cycle again

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Stage II Quality Management:Six Sigma – mid 90s to mid 2000s

Senior Management - sponsor / champion/ yellow belt, identify six sigma project

Manager / supervisor – champion/ accountable / green belt, negotiate goals and scope

Quality consultant – Black Belt, Master Black Belt, lead six sigma project

Six Sigma team – cross functional employees

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Strategies and Tools Not everywhere in the business has six

sigma project Most people are basic quality training All manager must trained as ‘yellow belt’ Other Process mapping tools eg SIPOC,

FMEA Heavy use of statistical analysis especially

DOE Black-Belt is a position: not overlap with

other function

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Six Sigma Black Belt Knowledge

Understand QM philosophy Use of QM and statistical methods,

heavy rely on software support on process mapping, analysis and tracking

Skills: leadership, articulate, convincing, presentation skill, independence

Statistical skill is a must. Other Preferred knowledge: finance and accounting knowledge

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Roles & Responsibility Black Belt with dual roles (not so often):

Day to Day functional operations Lead the function teammates on Six sigma project Accountable on the Six Sigma project

Full-time Black Belt: Competence in statistical application Process knowledge Able to see the big picture Lead team or work with other Black Belts on the Six Sigma

project at regional or global level Train and mentor Green Belt or Black Black in case of MBB Implement solution to meet the targets Share learning in the Black Belt community

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TQM consultants vs Six Sigma Black Belts

The organization can have both personnel

The organization can have (and supposed to have) both process improvement and breakthrough improvement activities

All tools are inter-changeable and there’s no ‘superior tool’ from one to another – use the right tool is the key

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Stage III Quality Management:Knowledge Management - early 2000s to now

Senior Management - QM is an unspoken culture. Growth of the company’s Intellectual capitals is the key to the success.

Manager / supervisor – how to build and leverage intellectual capitals.

All employees are knowledge workers (ie including quality personnel)

‘Knowledge’ is the Power ‘Innovation’ is the competitive edge

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Quality Management – Who, what, when, where and how to start

Who – you: take quality personally What – unstable process, most deflects,

most variations, most annoying When – now Where –process you can control or

influence How – PDCA, DMAIC, Communication,

Trust, CoP, Reviews, Documentation, Implementation, Share lesson learned

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Dos and Don’ts

Flowchart Identify performance

metrics and measure Collect and plot data Aim to reduce variations

& cycle times Document and review Implement and protect

the improvements (standardization)

Knowledge transfer

Make assumptions Treat 2 points as a trend Take and use only data that

are already available Set target without understand

the system performance Put targets & specification on

the control chart Mix up correlation with

causation Treat symptom as a root

cause Fix a stable system Focus on removing defects

DO DON’T