3Fold Training

Certified Manager of Quality / Organizational

Excellence
Exam Preparation

PART III
Management Elements and Methods
8. Management Skills and Abilities
9. Communication Skills and Abilities
10. Project Management
11. Quality System
12. Quality Models and Theories
Body of Knowledge III.A.1
• Define and apply basic management principles such as
planning, leading, delegating, controlling, organizing, and
allocating resources. (Apply)
Management Skills and Abilities

1. Principles of Management
2. Management Theories, Styles, and Tools
3. Interdependence of functional areas
4. Human resources management
5. Financial Management
6. Risk Management
7. Knowledge Management
Principles of Management
• Management Processes:
• Planning
• setting of goals and objectives and the methods for achieving
them.
• Organizing
• structuring the organization and the work to be done, obtaining
and allocating resources in order to carry out the plans
• Staffing
• acquiring and placing the right people for the right job as well as
further developing their competencies
• Directing
• guiding members of the organization to achieve the mission,
plans, and objectives of the organizational work unit.
• Controlling
• monitoring activities and results to ensure that desired outputs
and outcomes are obtained
Core values and concepts
• Baldrige Performance Excellence Program embodies:
• Visionary leadership
• Creating a sustainable organisation
• Communication and organisational performance
• Strategy development and deployment
• Customer driven engagement and excellence
• Performance measurement, analysis, review, and improvement –
management by fact
• Management of information, knowledge, and IT
• Building a competent, effective, supportive, and valued workforce
• Organisational and personal learning
• Designing, managing and improving work processes
• Achieving measurable outcomes
• Managing for innovation
• CSR
Body of Knowledge III.A.2
• Define and describe management theories such as scientific,
organizational, behavioral, learning, systems thinking, and
situational complexity. Define and describe management
styles such as autocratic, participative, transactional,
transformational, management by fact, coaching, and
contingency approach. Describe how management styles are
influenced by an organization’s size, industry sector, culture,
and competitors. (Apply)
Management theories, styles, and tools
• Scientific Management
• Frederick Taylor
• Define the skill sets required for each job
• Select workers with appropriate abilities for each
job.
• Setting standards on method for performing each
job.
• Training for standard task.
• Planning work and eliminating interruptions.
• Wage incentive for increased output. (Henry
Gantt)

Frank and Lillian Gilbreth – Time and Motion Study

Classical Organizational Theory
• Henry Fayol
• 14 Principles of Management
• DIVISION OF WORK
• AUTHORITY
• DISCIPLINE
• UNITY OF COMMAND
• UNITY OF DIRECTION
• SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS
• REMUNERATION
• CENTRALIZATION
• SCALAR CHAIN
• ORDER
• EQUITY
• STABILITY OF TENURE OF PERSONNEL
• INITIATIVE
• ESPIRIT DE CORPS
• Max Weber
• Bureaucracy is the structure and set of regulations in place to control
activity, usually in large organizations and government.
Human Relations Theory
• Hawthorne Effect
• The Hawthorne effect describes a temporary change to
behavior or performance in response to a change in the
environmental conditions.
Behavioral Theories
• Abraham Maslow
• Hierarchy of Needs

• Frederick Herzberg
• Hygiene Factor & Motivating Agent

• Douglas McGregor
• Theory X and Y

• William Ouchi
• Theory Z
Learning Theories
• David Kolb
• Experiential learning model whereby a person:
• Has an experience
• Reflects on the experience
• Develops abstract theories based on the experience
• Applies what he or she has learned
Learning Theories
• Howard Gardener proposed multiple types of
intelligence:
• Linguistic
• Logical/Mathematical
• Visual/Spatial
• Musical
• Kinesthetic
• Interpersonal
• Intrapersonal
Behavior Management
• Performance management is a technique
involving an analysis of the antecedents of a
behavior and the consequences of a behavior for
the purpose of reinforcing desirable behavior to
obtain or maintain positive consequences.
• B.F. Skinner – Behavior Modification / Operant
Conditioning Studies.
Other Theories
• Paul Hershey and Ken Blanchard’s – Situational Leadership
• Peter M. Senge – Systems Thinking
• Okes – Complexity Theory
• Blake and Mouton – Managerial Grid
• Stephen R. Covey – Seven Habits
• Being proactive
• Beginning with the end in mind
• First things first
• Win-win
• First understand then understood
• Synergising
• Sharpening
• Physical
• Social/emotional
• Spiritual
• mental
DiSC – Willian Marston
• Dominance – This dimension emphasizes shaping the
environment, overcoming opposition, and accomplishing
results.
• Influence – This dimension emphasizes influencing
others in shaping the environment.
• Steadiness – The emphasis in this dimension is on
cooperating with others within the existing
circumstances in order to perform a task.
• Conscientiousness – The focus of this dimension is
performing conscientiously to ensure quality and
accuracy within existing conditions.
Myers-Briggs Type Indicator

• The Myers-Briggs Type Indicator (MBTI) looks at how one

approaches life based on the four bipolar scales:
• Extraverted or Introverted
• Sensing or Intuitive
• Thinking or Feeling
• Judging or Perceiving
Interaction of Management Theories and
Management Styles

• Autocratic Management
• Participative Management
• Transactional Leadership
• Transformational Leadership
• Management by Fact
• Coaching
• Contingency Approach
Organisational culture
• Organisation integration of two systems
• Technical systems
• Social systems
• Culture is a function of the artifacts, values, and underlying
assumptions sharedby members of the organization.
• Culture manifests through:
• Use/sharing of power
• Risk orientation of the organisation
• Mistake treatment
• Perceiving and treating of outsiders
• Vision, mission, policy etc..
• Artifacts, layouts
Juran’s 5 step change to quality
culture
• 1. Create and maintain an awareness of quality.
• 2. Provide evidence of management leadership on quality.
• 3. Provide for self-development and empowerment.
• 4. Provide participation as a means of inspiring action.
• 5. Provide recognition and rewards.
Body of Knowledge III.A.3
• Describe the interdependence of an organization’s areas
(human resources, engineering, sales, marketing, finance,
research and development, purchasing, information
technology, logistics, production, and service) and how those
dependencies and relationships influence processes and
outputs. (Understand)
Modern business
• Systems
• A group of interrelated processes designed to accomplish a
mission
• Not a stand alone
• Outside awareness
• Knowledge of interfacing
• External business functions
• Internal business functions
Internal functions
• Information technology
• Finance
• Human Resources
• Marketing
• Product Development
• Sales and Customer service
• Materials Management
• Inventory
• Production control
• Engineering
• Product
• Process
• Industrial
• Facilities
• Research and development
• Operations
• Quality
Interdependence of functional areas
• Internal functions are those activities that create and
operate the processes that enable the organization to
accomplish its mission.
• IT, Finance, Human Resources, Sales and Marketing, etc.,
• not explicit in ISO while BPEP is more inclusive
 Integrated Business Process
• Refer fig 8.3 and 8.4
• Concurrent engineering
System Thinking
• It is unique approach to problem solving, in that it views
certain 'problems' as a part of the overall system so
focusing on these outcomes will only further develop the
undesired element or problem.
• Advantages:
• Freer to commit to any approach, practice relevant to
achieving their strategy; for example, Six Sigma
methodology is only one option of several available.
• Integrate multiple approaches
• Easily adaptable
• Understanding relationships more easier
• boundryless
Body of Knowledge III.A.3
• Apply HR elements in support of ongoing professional
development: setting goals and objectives, conducting
performance evaluations, developing recognition programs,
ensuring that succession plans are in place where appropriate.
Develop quality-supportive responsibilities to include in job
descriptions for positions throughout the organization. (Apply)
HR Functions
• HR planning, Succession
• Staffing
• Training
• Compensation
• Management performance appraisal
• Non-Management Performance evaluation
• Benefits management
• Labour relations
• Safety security and welfare
• Employee termination, layoff, medical
• Organisation Development
• Public relations
• Personnel records
Human Resources Management
• Key responsibilities includes:
• Identifying Job Positions
• Personnel Selection, Hiring, and Assimilation
• Employee Development
• Performance Evaluation
• Competency Analysis (KESAA)
• Staffing the Quality Function
Body of Knowledge III.A.3
• Read, interpret, and use various finance tools including
income statements, balance sheets, and product/service cost
structures. Manage budgets and use the language of cost and
profitability to communicate with senior management. Use
potential return on investment (ROI), estimated return on
assets (ROA), net present value (NPV), internal rate of return
(IRR), and portfolio analysis, to analyze project risk, feasibility,
and priority. (Analyze)
Financial Management
• The management language – ROI!
• Financial Reporting
• Balance Sheet
• Profit and Loss statement
• Cash flow statement

• Bookkeeping Methods
• Cash basis
• Accrual basis

• Ratios
• Product/service cost
• Budgets
Balanced Scorecard
• Financial Perspective
• Customer Perspective
• Internal Business Process
• Learning and Growth Perspective
Body of Knowledge III.A.6
• Identify the kinds of risk that can occur throughout the
organization, from such diverse processes as scheduling,
shipping/receiving, financials, production and operations,
employee and user safety, regulatorcompliance and changes.
Describe and use risk control and mitigation methods:
avoidance, reduction, prevention, segregation, and transfer.
(Apply)
Risk Management
• Types of Risks
• Refer table 8.1
• The Risk Management Process
• Plan
• Do
• Check
• Act
• Improve
Risk Exposure Techniques and tools
• Analyze reported incidents involving potential or actual losses
• Data from internal sources
• Audit financial statements and supporting documents
• Complete and analyze process maps
• Conduct a what-if brainstorming session
• Perform periodic inspections and process audits
• Use failure mode and effect analysis
• Assess the robustness of management systems and processes.
• Contract out surveillance services
• Access exposure statistics from insurance carriers, trade
associations, and regulatory agencies
Responding to risk exposure
• 1. Find a way to avoid the exposure.
• 2. Find ways to reduce the potential loss.
• 3. Find ways to prevent the occasion for the loss to ever occur.
• 4. Segregate the loss exposures to concentrate efforts on
those exposures most probable to occur and/or cause the
greatest loss (for example, exposure triage—minimum,
medium, maximum).
• 5. Transfer the risk (for example, through insurance or other
contractual arrangement).
Computing potential for loss
and taking action
• Prioritise the identified tasks
• For each risk envision the worst case
• Categorise the consequences
• Assign financial estimates
• mitigation./elimination
• Risk ratio
• Decide the action
• reassess
Body of Knowledge III.A.7
• Use KM techniques in identifying core competencies that
create a culture and system for collecting and sharing implicit
and explicit knowledge among workers, customers,
competitors, and suppliers. Capture lessons learned and apply
them across the organization to promote best practices.
Identify typical knowledge-sharing barriers and how to
overcome them. (Apply)
Knowledge Management

Wisdom

Knowledge

Information

Data
Knowledge Management
• Tacit Knowledge
• Explicit knowledge
• Capturing, sharing and acess to information
• Types of data
• Capture procedure
• How to convert to information
• Use of information/data
• Policies to use and access
• Protocols and for sharing
• Evaluate the system continuously
• Knowledge Management ('KM') comprises a range of
practices used by organizations to identify, create,
represent, and distribute knowledge.
Senge’s 5 learning principles
• Personal mastery
• Mental methods
• Shared vision
• Team learning
• Systems thinking
KM outcome measurement
• Focus on objectives and tangible outcomes
• Define and communicate measures
• Interdependent KM and organisational measures
• Continual improvement
• Sharing of success and failure
Organisatoinal hurdles to KM
• Top management lack
• KM not a top staretgy
• Inter and intra organisational barrriers
• Process barriers
• Infrastructure issues
• Cultural concerns
• Individual barriers
End of Chapter 8
• Questions ?
Body of Knowledge III.B.1
• Define and apply various modes of communication used
within organizations, such as verbal, non-verbal, written, and
• visual. Identify factors that can inhibit clear communication
and describe ways of overcoming them. (Apply)
Communication Skills and Abilities
• Communications Basics
• Communications in a global economy
• Communications and technology
Communications Basics
• What is Communications?
• Direction of Communication
• Methods of Communication
• Selecting Appropriate Media
• Questioning Techniques
• Using Interpersonal skills and techniques
• Benefits of effective communication techniques
• Written communications
• Listening
• Feedback
• Roadblocks to effective communication
What is Communications?
• Sender
• Receiver
• Filter
• Noise
Direction of Communication
• Top down
• Bottom to Top
• Horizontal Communication
• 360 degree
• Grapevine
Methods of Communication
• Written or Oral
• Body Language
• Tone
Selecting Appropriate Media
• Urgency of the message
• Number and makeup of the receiver
• How dispersed are receivers
• Culture and work climate into which the message will be
received
• Best individual to whom to send the message
• Physical and technical constraint
• Security/privacy/sensitive issues
• Safety health, environmental issues
• Requirement for retention
Questioning Techniques
• Plan beforehand what is to be learned
• Ask mostly open-ended questions
• Actively listen and capture the response
Body of Knowledge III.B.2
• Develop skills in empathy, tact, friendliness, and objectivity.
Use open-minded and non-judgmental communication
methods. Develop and use a clear writing style, active
listening, and questioning and dialog techniques that support
effective communication. (Apply)
Using interpersonal skills and
techniques
• Shows empathy
• Tactful
• Is open minded
• Is ethical
• Shows a friendly attitude
• Is trust worthy
• Sensitivity
• Fair minded
• Authentic
communications
• Written
• Listening
• Feedback
Body of Knowledge III.B.3
• Identify key challenges of communicating across different time
zones, cultures, languages, terminology, and business
• practices, and identify ways of overcoming them.
(Understand)
Communications in a global economy
• Differences in cultures
• Language differences
• Time differentials
• Incompatibility of electronic interfaces
• Incompatibility of organisation structures
• Incompatibility of managing styles
• Incompatibility of workforce competencies
• Additional risks
• Refer pg 213 - 216
Body of Knowledge III.B.4
• Identify how technology has affected communications,
including improved information availability, its negative
influence on interpersonal communications, and the new
etiquette for e-communications. Use appropriate
communication methods to deliver different kinds of
messages in a variety of situations. (Apply)
Communications and technology
• Use of information systems
• The technology in information systems
• Distribution of information
• Information for managing organizational performance
• Obsolescence in the blink of an eye
• Assess risks
Use of information systems
• Strategic analysis
• Day-to-day decision making
• Operations
Technology in IS
• Mainframes
• Servers
• WAN
• LAN
End of Chapter 9
Body of Knowledge III.C.1
• Use project management methodology and ensure that each
project is aligned with strategic objectives. Define the
different phases of a project: initiation, planning, execution,
monitoring and controlling, and closure. Recognize the
importance of keeping the project on-time and within budget.
(Apply)
Project Management
• Projects are temporary endeavor undertaken to create
unique product, services, or results.

• Project management is a collection of proven techniques

for proposing, planning, implementing, managing, and
evaluating projects.
Project Lifecycle
• Visualizing, selling, and initiating the project
• Risk assessment – feasible
• CB analysis
• Project selection decision analysis
• Ranking and prioritising
• Planning the project
• Designing the process and outputs
• Implementing and tracking the project
• Evaluating and closing out the project
Project selection methods
• Payback period
• Net present value
• Internal rate of return
• Potential return on investment
• Estimated return on assets
• Portfolio analysis
• Prioritisation matrix
• Sttrategic fit analysis
Body of Knowledge III.C.2
• Use tools such as risk assessment, benefit–cost analysis,
critical path method (CPM), Gantt chart, PERT, and work
breakdown structure (WBS) to plan projects and estimate
related costs. (Apply)

• Refer to page 235

Project planning and estimation tools
• Project Charter
• Project Justification
• Scope Statement
• Stakeholder requirements
• Project team formation
• Work breakdown structure
• Gantt chart
• Time-dependent task diagram
• Resource requirements matrix
• Linear responsibility matrix
• Project budget
• Measurements and reports
• Completed project plan
Body of Knowledge III.C.3
• Use tools such as cost variance analysis, milestones, and
actual vs. planned budgets to monitor project activity against
project plan. (Evaluate)
Measure and monitor project activity
• Timeliness
• Budget variance
• Earned value analysis
• Resource usage
• Risk analysis
Evaluating and closing out the project
• Objectives accomplished
• Deliverables achieved
• Schedule met or early
• Budget performance favorable
• Earned value analysis favorable
• Lessons learned
Body of Knowledge III.C.4
• Use written procedures and project summaries to document
projects. (Apply)
Project documentation
• Project charter
• Project scope
• Statement of work
• Stakeholder analysis
• Work breakdown structure
• Gantt charts
• CPM, PERT
• Lesson learned
End of chapter 10
Body of Knowledge III.D.1
• Develop and monitor the quality mission and policy and
ensure its alignment with the organization’s broader mission.
(Create)
Quality System
• Various meanings of quality
• Quality is conformance to requirements
• Quality is fitness for use
• Quality is meeting customer expectations
• Quality is exceeding customer expectations
• Quality is superiority to competitors
Drivers of Quality
• Customers
• Products/Services
• Employee Satisfaction
• Organizational Focus
• Competitors
Quality of Design vs. Quality of
conformance
• Emphasis is placed on doing the right things right the first
time.
• Quality is planned, designed and built in, not inspected
in.
Joseph Juran
• Quality trilogy
• Quality planning
• Quality control
• Quality improvement
Little q and big Q
• Organization focus on quality control and inspection
activities (little q) will fail to see that to be fully effective
they must transform their thinking to quality across the
organization (big Q).
Quality mission and Policy
• Quality will be a focus in the organization’s strategic planning
and in its mission statement.
• The organization will have a quality policy to guide the
organization to excellence.
• Quality function mission:
• Customer focus
• All suppliers understand
• All employees understand
• All employees master the quality tools
Develop a quality mission
• Identify one particular service or product provided by the quality
function.
• Determine the customer(s) of that service or product.
• Discuss with the customer(s) whether they need this service or
product.
• What attribute is valuable
• Not valuale
• If a need exists, agree on the standard and measures applicable. If
the service or product is not needed, eliminate it.
• Quantify the gap between current practice and customer needs.
• Define the actions for improvement of that particular service or
product on the basis of resources and relative priorities.
• Make the improvement, and track results.
• Evaluate results, and review lessons learned.
• Maintain the gains.
• Do it again.
Quality is strategic
• Quality mission and policy
• Quality will be a focus in the organization’ strategic
planning and in its mission statement.
• The organization will have a quality policy to guide the
organization to excellence.
Body of Knowledge III.D.2
• Develop and deploy the quality plan and ensure that it is
documented and accessible throughout the organization.
(Create)
Quality planning, deployment, and
documentation
• Quality plans should define:
• Objectives to be attained
• Steps in the processes that constitutes the operating
practice or procedures of the organization
• Allocation of responsibilities, authority, and resources
during the different phases of the process or project.
• Specific documented standards
• Suitable testing, inspection, and audit programs
• Documented procedure for changes
• Methods to measure achievements in quality
• Other actions
Deployment and documentation of quality plans

• Chapter 7
• assuring conformance to customer requirement
• External/internal standards
• Traceability
• Providing objective evidence
• Basis for training
• Evaluating effectiveness and effecianecy of uality plans
Body of Knowledge III.D.3
• Evaluate the effectiveness of the quality system using various
tools: balanced scorecard, internal audits, feedback from
internal and external stakeholders, skip-level meetings,
warranty data analytics, product traceability and recall
reports, and management reviews. (Evaluate)
Quality system effectiveness
• Balanced Scorecard (Kaplan and Nortan)
• Customer
• Employees
• Shareholders
• Process
• Refer Table 11.1 (page 269)
Baldrige Self-Analysis
• A macro-level evaluation, the worksheet is included in
the BNQP Criteria for Excellence booklet.
• ISO 9004:2000 Quality Management System – Guidelines
for performance improvements
• ISO 9004 Assessment criteria checklist for performance
improvement.
Quality Audits
• “ A systematic and independent examination to
determine whether quality activities and related results
comply with planned arrangements and whether these
arrangements are implemented effectively and are
suitable to achieve objectives.”
Parties involved in Quality audits
• Auditor
• Client
• Auditee

• First Party Audit

• Second Party Audit (Supplier Audit)
• Third Party Audit
Audits
• A Product Quality Audits
• A Process Quality Audits
• A Quality System Audit
Auditing
• Auditing concerns the check and act stages of the PDCA
cycle and consists of three stages:
• Audit Preparation
• Audit Performance
• Audit Reporting, Corrective Action, Follow-up, and Closure
Audit Preparation
• Prepare the audit plans
• Schedule activities
• Define the purpose of the audit
• Establish the scope of the audit
• Select the audit team
• Identify resources needed
• Identify authority for the audit
• Identify standards to be used
• Conduct a technical review
• Secure and review quality-related documentation
• Develop checklists and other working paper
• Contact Auditee
Audit Performance
• Hold the opening meeting
• Employ auditing strategies to collect data
• Verify documentation
• Analyze data and categorize results
• Present audit results at a closing meeting
Audit reporting
• Distribute formal audit report
• Request corrective action
• Evaluate auditee’s response to corrective action requests
• Assess the best mode to verify corrective action
• Close out audit once corrective action has been verified
Management by walking around
• Another micro-level evaluation where senior
management may, in addition to more formal means for
evaluating, take periodic walk through the quality
system, in its entirety or part at a time.
Management Reviews
• Requirement by standard:
• Customer satisfaction and complaints
• Supplier performance
• Cost of quality
• Internal process/product quality indicators
• Audit results
• Effective of the quality management system
Skip Level Meeting
• A micro-level evaluation, skip-level meetings occur when
a member of senior management meets with persons
two or more organizational levels below, without in-
between management being present.
Collecting and Analyzing customer
feedback
• Customer complaints
• Customer orders cancelled
• Warranty returns
• Product recalls, including ease of traceability and
percentage recalled
• Lost customer
Employee related trends
• Turn over rate
• Retention rate
• Grievances by type and frequency
• Lost time by type
Tools and Metrics
• Accepted auditing protocols, auditors conduct standards,
and codes of conduct
• Checklists
• Applicable standards and guidelines
• Copies of prior external assessments
• Copies of previous internal audits
Measurement approach
• Cost of quality measures
• Return on quality investments
• Customer Retention
• Process Benchmarking
End of Chapter 11
Body of Knowledge III.E.1
• Define and describe common elements and criteria of
performance excellence models such as the Malcolm Baldrige
National Quality Award (MBNQA), Excellence Canada, and
European Excellence Award (EFQM). Describe how these
programs are used as management models to improve
processes at an organization level. (Understand)
Quality Models and Theories
• The process of implementing a system for quality is
somewhat simplified if organizations have a model for
guiding design and implementation of quality related
processes, and a means of how well actions are carried
out.
Models
• Awards and certification program provide tested
organizational models as well as a basis for assessing
progress, achievement, and conformance.
• United State’s Baldrige National Quality Program (BNQP),
• European Quality Award – 1991 – in four sectors
• Japan’s Deming Prize – 1951 – recognise quality
improvement
• Shingo prize for excellence in manufacturing – 1988 – lean
and waste
• Worldwide ISO 9000 Series standards.
BNQP
• Based on the TQM business approach
• Refer page 280 fig 12.1
• Organizational Profile
• Leadership
• Strategic Planning
• Customer and market focus
• Measurement, analysis, and knowledge management
• Human resource focus
• Process management
• Business result
BNQP Advantage
• Help improve organization’s performance
practices, capabilities, and results.
• Facilitate communication and sharing of
best-practices information among US
organization of all types.
• Serve as a tool for organizations’
understanding and managing performance,
as well as guiding organizational planning
and opportunities for learning.
Body of Knowledge III.E.2
• Define and describe how the ISO 9001 standards can be used
to support quality management systems. (Understand)
ISO and other Third party
• ISO 9000:2000 Series
• Inception in 1987 – 178 countries
• The ISO series of QMS standards and guidelines assists an
organization in developing, implementing, registering, and
sustaining an appropriate QMS that functions independent
of the specific product and/or service.
• Certification of the QMS, does not certify the quality of the
product or services produced.
Basic ISO series
• ISO 9000: 2005: fundamentals and vocabulary
• ISO 9000:2008: basic requirements for all QMS
• Terms, definitions, general requirements, and model for QMS
• QMS:
• Management Responsibility
• Resource management
• Process realisation for products and services
• Measurement analysis and improvement
• ISO 9000: 2009: managing for the sustained success of an
organisation. For performance improvements
ISO 9004:2009 – 8 principles
• Focus on meeting requirements/exceeding customers’
expectations.
• Organisation’s leadership develops and sustains working
environment
• Enable people Throughout and in the entire organisation
• Inputs and outputs of organisation are managed as process
• Processess are managed as a system
• Continual improvement
• Fact based decisions
• Supplier relations
ISO 9001 - benefits
• Reduction in waste
• Reduced potential for external failure
• Cost reduction
• Increased productivity
• Improved performance
• More orderly
• Improved customer satisfaction
• Reduced customer ordered audits
• Marketing edge over others
• Increased employee pride
• Commitment to quality
Issues
• Overdo
• No assurance on products/services
• Confusion to the organisations
• Uncertainty on what is development
• Lack in understanding
• misconception in correction, corrective action, prevention,
preventive action
• Use of ISO 9004 is misunderstood
• Registration and process
Body of Knowledge III.E.3
• Describe and differentiate methods such as total quality
management (TQM), continuous improvement, and
benchmarking. (Apply)
Other Quality Methodology
• Total Quality Management
• TQM is the name for the philosophy of a broad and
systematic approach to managing organizational quality.
Primary Elements of TQM
• Customer-focused
• Total employee involvement
• Process-centered
• Integrated system
• Strategic and systematic approach
• Continual improvement
• Fact-based decision making
• Communications
TQM development process
• The TQM element approach
• The guru approach
• The organizational model approach
• The Japanese total quality approach
• The award criteria approach
• That which works for you
Continuous Quality Improvement
• Kaizen
• The focus is on improving the quality of people, which
leads to quality of product and service.
• Kaizen Blitz – Kaizen event
• Six Sigma
• An approach to reduce variations and produce as per
requirements
• Benchmarking
• Internal Benchmarking
• Competitive Benchmarking
• Functional Benchmarking
• Generic Benchmarking
Steps in benchmarking
• 1. Review, refine, and define existing process to be benchmarked.
• 2. Determine what to benchmark.
• 3. Form a benchmarking team.
• 4. Identify benchmark partners.
• 5. Collect and analyze benchmarking information.
• 6. Evaluate organization’s performance versus benchmark partner.
• 7. Determine how upgrading practices will impact the organizations
involved.
• 8. Establish new strategic targets.
• 9. Implement improvements and a system to monitor progress.
• 10. Do it all over again.
• Refer to pg 301 for code of conduct
Body of Knowledge III.E.4
• Describe and apply basic methodologies and theories
proposed by quality leaders such as Shewhart, Deming, Juran,
Crosby, Feigenbaum, and Ishikawa. (Apply)
Quality philosophies
• Walter A. Shewhart
• Father of statistical control
• Mentor for Juran and Deming
• Proposed two types of variations
• Assignable
• Chance
• Use of lot-by-lot inspection
• PDCA
Quality Philosophies
• Philip B. Crosby
• Conformance to requirements
• Quality means conformance not elegance
• The only performance measurement is the cost of quality
• The only performance standard is zero defect
W. Edwards Deming
• http://www.endsoftheearth.com/Deming14Pts.htm
• 7 deadly diseases
• Refer pg 304 for 7 diseases and 14 principles
7 Deadly Diseases - Deming
1.Lack of constancy of purpose to plan product and
service that will have a market and keep the
company in business, and provide jobs.
2.Emphasis on short-term profits
3. Personal review systems, or evaluation of
performance, merit rating, annual review, or annual
appraisal.
4. Mobility of management; job hopping.
5. Use of visible figures only for management,
with little or no consideration of figures that are
unknown or unknowable.
6. Excessive medical costs.
7. Excessive costs of liability.
Deming Chain Reaction
Armand V. Feigenbaum
• Continuous improvement is necessary if one is to stay
competitive.
• Good management involves personally leading quality
initiatives.
• Successfully innovation with defect free design and quick
launch.
• Cost and quality are complementary rather than
conflicting objectives.
Joseph M. Juran
• Juran defines quality as consisting of two different but,
related concepts:
• Higher quality usually costs more.
• Higher quality usually costs less.
• Three levels of quality management
• Strategic quality management
• Operational quality management
• The workforce quality management
Kaoru Ishikawa
• QC
• TQC
• Fishbone – cause effect diagram
• Variations of the check sheets
Genichi Taguchi
• He defines quality of a product as “the (minimum) loss
imparted by the product to society from the time the
product is shipped.”
• Taguchi’s loss function
End of Chapter 12