Kaizen, Total Quality Kaizen, Total Quality Management, Six Sigma, Management, Six Sigma,

ISO9000… how do different ISO9000… how do different QA models compare?QA models compare?

Clare WhittleClare Whittle

What is Quality?What is Quality?

What is Quality?What is Quality? Customer SatisfactionCustomer Satisfaction A perceptual, conditional & somewhat A perceptual, conditional & somewhat

subjective attribute & may be understood subjective attribute & may be understood differently by different people. ...differently by different people. ...

Just a feeling…Just a feeling… ReputationReputation ““Fitness for Purpose”Fitness for Purpose”

Why is Quality Important?Why is Quality Important? Manufacturing:Manufacturing:

Increased salesIncreased sales Increased number of Increased number of

customerscustomers More satisfied customersMore satisfied customers Improved reputationImproved reputation

E.g. pre-TQM to post-E.g. pre-TQM to post-TQM JapanTQM Japan

Why is Quality Important?Why is Quality Important?

Medical Education:Medical Education:

Increases patient safetyIncreases patient safety

Maximise benefit of trainingMaximise benefit of training

Decreases likelihood of need to extend Decreases likelihood of need to extend trainingtraining

Training tomorrow’s doctors today: Training tomorrow’s doctors today: • ““Could save a life…”Could save a life…”

Can Quality Models be Useful?Can Quality Models be Useful? ““The real problem comes The real problem comes

about because the about because the perception exists that perception exists that office work, or functions office work, or functions like marketing and like marketing and employee relations, can’t employee relations, can’t be accomplished to be accomplished to procedures and procedures and specifications. Therefore, specifications. Therefore, they have the privilege to they have the privilege to be sloppy if they want to be sloppy if they want to be” (Crosby, 1984).be” (Crosby, 1984).

Total Quality ManagementTotal Quality Management MethodologyMethodology Fix the process rather than the product, Fix the process rather than the product, Take on board the suggestions of those that are experts Take on board the suggestions of those that are experts

in their particular areain their particular area Focuses on executive leadershipFocuses on executive leadership

Total Quality ManagementTotal Quality Management

Decrease failure rate from 5% to 0.2%Decrease failure rate from 5% to 0.2% Cultural Differences: Japanese embody Cultural Differences: Japanese embody

the influence and guidance of leadership the influence and guidance of leadership neededneeded

ISO 9000ISO 9000 Standard (customer Standard (customer

requirement)requirement) Create quality mission Create quality mission

statement and quality statement and quality manualmanual

Standard Operating Standard Operating Procedures (SOP): Procedures (SOP): Describe how work is to Describe how work is to be done be done

Standardisation can Standardisation can reduce the cost of reduce the cost of qualityquality

ISO 9000ISO 9000

RudimentaryRudimentary Cultural Differences- Puts more resources into Cultural Differences- Puts more resources into

independent checking and less into training.independent checking and less into training.

KaizenKaizen Genuine desire by all Genuine desire by all

to improveto improve Small incremental Small incremental

changes made by changes made by workers, but guided by workers, but guided by managers.managers.

Requires the Requires the intelligence and intelligence and attention of every attention of every workerworker

KaizenKaizen

Suggestion Suggestion systems: systems: 127 suggestions per 127 suggestions per

worker, totalling over worker, totalling over 200,000 suggestions 200,000 suggestions with 99% of these with 99% of these being implemented.being implemented.

KaizenKaizen More than 200 ideas for improvement were More than 200 ideas for improvement were

suggested by ground-level employees. The changes suggested by ground-level employees. The changes they suggested led to:they suggested led to:

a reduction in truck hours of over 17%a reduction in truck hours of over 17% 20% reduction in line-side materials (inventories)20% reduction in line-side materials (inventories) 23% reduction in walking (the distance 23% reduction in walking (the distance

that employees had to cover to carry that employees had to cover to carry out their work – 57 miles per day in total).out their work – 57 miles per day in total).

http://www.thetimes100.co.uk/case-study--continuous-improvement-within-organisation--98-269-6.phphttp://www.thetimes100.co.uk/case-study--continuous-improvement-within-organisation--98-269-6.php

Six SigmaSix Sigma MethodologyMethodology In the statistical sense, Six Sigma is only In the statistical sense, Six Sigma is only

relevant if you have millions or billions of events relevant if you have millions or billions of events or products to measureor products to measure

Sigma LevelSigma Level Defects per BillionDefects per Billion % of Defects to Remove % of Defects to Remove to Move from Prior Levelto Move from Prior Level

66 22 99.7%99.7%

55 573573 99.1%99.1%

44 63,34263,342 97.8%97.8%

33 2,700,0002,700,000 94.1%94.1%

22 45,500,00045,500,000 85.7%85.7%

11 317,000,000317,000,000 n/an/a

Six SigmaSix Sigma ““TQM” on TQM” on

steroidssteroids Focuses on Focuses on

executive support executive support (executive (executive leadership [TQM] leadership [TQM] sometimes sometimes needed) needed)

Six Sigma- DMAICSix Sigma- DMAIC

DEFINEDEFINE

MEASUREMEASURE

ANALYSEANALYSE

IMPROVEIMPROVE

CONTROLCONTROL

Six Sigma- SuccessesSix Sigma- Successes Virtua Health in New Jersey has had a vigorous Virtua Health in New Jersey has had a vigorous

Six Sigma program in place for several years Six Sigma program in place for several years In one project focused on congestive heart In one project focused on congestive heart

failure, failure, length of stay was reduced from 6 to 4 days length of stay was reduced from 6 to 4 days patient education improved from 27% to 80% patient education improved from 27% to 80% chart consistency improved from 67% to 93%chart consistency improved from 67% to 93%

http://www.isixsigma.com/index.php?option=com_k2&view=item&id=156:measuring-six-sigma-http://www.isixsigma.com/index.php?option=com_k2&view=item&id=156:measuring-six-sigma-

results-in-the-healthcare-industry&Itemid=92results-in-the-healthcare-industry&Itemid=92

ConclusionConclusion Quality models designed with industry in mind, Quality models designed with industry in mind,

the principles can also be applied more broadly. the principles can also be applied more broadly. These models need to be evaluated carefully, These models need to be evaluated carefully,

however, and applied sensibly. however, and applied sensibly. Should be combined with a flexible change Should be combined with a flexible change

management strategy (Sculthorp, 2010). management strategy (Sculthorp, 2010). This should yield the most effective results. This should yield the most effective results.

http://ezinearticles.com/?Lean-Six-Sigma-in-the-Public-Sector---Creating-a-True-Step-Change-in-Efficiency-http://ezinearticles.com/?Lean-Six-Sigma-in-the-Public-Sector---Creating-a-True-Step-Change-in-Efficiency-and-Effectiveness&id=4480747and-Effectiveness&id=4480747