RESEARCH FOR TQM ASSIGNMENT:

quality management

quality management history, gurus, TQM theories, process improvement, and organizational 'excellence'

The history of quality management, from mere 'inspection' to Total Quality Management, and its modern 'branded interpretations such as 'Six Sigma', has led to the development of essential processes, ideas, theories and tools that are central to organizational development, change management, and the performance improvements that are generally desired for individuals, teams and organizations.

These free resources, materials and tools are an excellent guide to the quality management area, for practical application in organizations, for study and learning, and for teaching and training others.

These free pdf materials are provided by permission of the UK Department of Industry - now the Department for Business, Enterprise and Regulatory Reform - which is gratefully acknowledged. The materials listed and linked from this page are subject to Crown Copyright.

Please note that since the replacement of the UK Department of Industry by the Department for Business, Enterprise and Regulatory Reform, the branding on the materials is now obsolete. Nevertheless, since the Quality Management technical and historical content is unaffected by the DTI branding the materials remain relevant for training, learning and reference.

It is appropriate to note the passing a little while back now, of Joseph Juran, a seminal figure in the history of quality management, who died 28 February 2008, age 103. Juran did more than teach the Japanese about quality management. He was also arguably the first quality expert to emphasise that no quality management system works unless people are empowered and committed to take responsibility for quality - as an ongoing process - effectively for quality to become part of part of people's behaviour and attitudes - an ethos. The section below on Kaizen explains the connections between the true ethos of quality management, and the positive ethical management of people.

Further total quality management information and quality management terminology explanations are on the Six Sigma page.

 

history of quality managementThe roots of Total Quality Management can be traced to early 1920's production quality control ideas, and notably the concepts developed in Japan beginning in the late 1940's and 1950's, pioneered there by Americans Feigenbum, Juran and Deming... More about Quality Management and TQM history.

 

quality management gurus and theoriesQuality Management resulted mainly from the work of the quality gurus and their theories: the American gurus featured in the 1950's Japan: Joseph Juran, W Edwards Deming, and Armand Feigenbum; the Japanese quality

gurus who developed and extended the early American quality ideas and models: Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo; and the 1970-80's American Western gurus, notably Philip Crosby and Tom Peters, who further extended the Quality Management concepts after the Japanese successes... More about the Quality Management gurus and their theories, including the development and/or use of the Plan, Do, Check, Act (PDCA) cycle, Pareto analysis, cause and effect diagrams, stratification, check-sheets, histograms, scatter-charts, process control charts, system design, parameter design, tolerance design ('Taguchi methodology'), Quality Improvement Teams (QIT), Just In Time (JIT), Management By Walking About (MBWA), McKinsey 7-S Framework, etc.

 

total quality management (TQM)Total Quality Management features centrally the customer-supplier interfaces, (external and internal customers and suppliers). A number of processes sit at each interface. Central also is an organizational commitment to quality, and the importance of communicating this quality commitment, together with the acknowledgement that the right organizational culture is essential for effective Total Quality Management.... More about the fundamentals and structures of the TQM model, including the people, processes and systems in the organization.

 

processes - understanding processes and methods for process improvementUnderstanding processes is essential before attempt is made to improve them. This is a central aspect to Total Quality Management, and also to more modern quality and process improvement interpretations and models such as Six Sigma.... More about Total Quality Management process and process improvement methods.

 

quality process improvement tools and techniquesA wide range of tools and techniques is used for identifying, measuring, prioritising and improving processes which are critical to quality. Again these ideas and methods feature prominently in modern interpretations of Total Quality Management methodology, such as Six Sigma. These process improvement tools and techniques include: DRIVE (Define, Review, Identify, Verify, Execute), process mapping, flow-charting, force field analysis, cause and effect, brainstorming, Pareto analysis, Statistical Process Control (SPC), Control charts, bar charts, 'dot plot' and tally charts, check-sheets, scatter diagrams, matrix analysis, histograms..... More about tools and techniques for process evaluation and improvement.

A summary of quality tools is below.

The Kaizen methodology is also described below in some detail.

 

developing people and teamsPeople are a fundamental component within any successfully developing organization. Take away the people and the organization is nothing. Take away the people's motivation, commitment and ability to work together

in well-organised teams, and again, the organization is nothing. Conversely, inspire the people to work well, creatively, productively, and the organization can fly. Logically therefore, the development and proper utilization of people are vital to the success of all quality management initiatives. There are a wide range of models that are used in selecting, assessing, training and developing and motivating people, among which are classical models such as Belbin, Myers Briggs Type Indicator (see the personality models section), Bruce Tuckman's 'Forming, Storming, Norming, Performing' model, John Adair's Action Centred Leadership model.... More about people and culture within quality management.

 

quality management systemsA 'Total Quality organization' generally benefits from having an effective Quality Management System (QMS). A Quality Management System is typically defined as: "A set of co-ordinated activities to direct and control an organization in order to continually improve the effectiveness and efficiency of its performance." Customer expectations inevitably drive and define 'performance' criteria and standards. Therefore Quality Management Systems focus on customer expectations and ongoing review and improvement.... More about Quality Management Systems, what they are, and how to set up a good QMS.

 

performance measurement and managementThere are many ways to measure organizational performance other than financial output or profit. Modern measurement focuses on the essential activities, resources and other factors - many less intangible than traditional indictors - that impact on final outputs. These include modern methods such as Balanced Scorecard... More about performance measurement, and cost of quality.

 

excellence and the European Quality Management ModelThe European Foundation for Quality Management (EFQM) Excellence Model® is a useful framework for developing quality and excellence within an organization... More.

 

TQM self-assessment and awards using the EFQM® modelAny organization can assess itself provided it has the commitment to so so, and a framework for the self-assessment... Here are some ideas, and a process for quality and excellence self-assessment.

 

TQM benchmarking and questionnaire (readiness for benchmarking)Benchmarking is a widely used term within the field of organizational measurement and management .... Here is an explanation of benchmarking, and a questionnaire by which an organization (or a department or process team) can assess its readiness for benchmarking.

 

TQM implementation framework and blueprintHere is a framework and 'blueprint' for the implementation of a quality improvement or 'excellence' initiative. It includes the following elements:

TQM Processes Tools and techniques

People and teamwork

Quality management system

Performance measurement

EFQM Excellence Model®

Self-assessment

This blueprint for achieving organizational excellence is based on many years of research, education and advisory work in the European Centre for Business Excellence (ECforBE), and the research and education division of Oakland Consulting plc. It is, along with the other resources in this section, information and advice initially from the UK Department of Industry, now replaced by the Department for Business, Enterprise and Regulatory Reform. 

TQM case studiesHere are a number of case studies featuring organizations that have implemented quality management and process improvement initiatives. These case studies illustrate the effectiveness and feasibility of the various methodologies, tools, techniques and concepts included within quality management and quality process improvement theory.

Airedale Springs Limited case study (people, team work, skills recognition) Appor Limited case study (continuous improvement, culture change)

BAE Systems/Waer Systems Limited case study (supply chain process improvement, project champions, supplier partnerships)

British Telecom Plc case study (quality framework, strategy, systems, self-assessment, balanced scorecard)

GSM Group case study (mission statement, strategic planning, Kaizen, partnerships)

Hydrapower Dynamics Ltd case study (teamwork, quality bubbles, systems, common sense quality)

Lakeside Engineered Systems Division, Aeroquip Group case study (quality, excellence, Kaizen, process improvement)

Mortgage Express case study (business excellence, stakeholders, teamwork, quality awards, measurement)

Spembly Medical Limited case study (design for manufacture, projects, concurrent engineering, innovation, millennium products)

Springfarm Architectural Mouldings Limited case study (values, surveys, recognition, communication system)

Vista Optics Limited case study (business excellence, self-assessment, benchmarking, quality awards, statistical process control [SPC] )

 

kaizenKaizen is a very significant concept within quality management and deserves specific explanation:

Kaizen (usually pronounced 'kyzan' or 'kyzen' in the western world) is a Japanese word, commonly translated to mean 'continuous improvement'.

Kaizen is a core principle of quality management generally, and specifically within the methods of Total Quality Management and 'Lean Manufacturing'.

Originally developed and applied by Japanese industry and manufacturing in the 1950s and 60s, Kaizen continues to be a successful philosophical and practical aspect of some of the best known Japanese corporations, and has for many years since been interpreted and adopted by 'western' organizations all over the world.

Kaizen is a way of thinking, working and behaving, embedded in the philosophy and values of the organization. Kaizen should be 'lived' rather than imposed or tolerated, at all levels.

The aims of a Kaizen organization are typically defined as:

To be profitable, stable, sustainable and innovative. To eliminate waste of time, money, materials, resources and effort and increase productivity.

To make incremental improvements to systems, processes and activities before problems arise rather than correcting them after the event.

To create a harmonious and dynamic organization where every employee participates and is valued.

Key concepts of Kaizen: Every is a key word in Kaizen: improving everything that everyone does in every aspect of the

organization in every department, every minute of every day. Evolution rather than revolution: continually making small, 1% improvements to 100 things is more

effective, less disruptive and more sustainable than improving one thing by 100% when the need becomes unavoidable.

Everyone involved in a process or activity, however apparently insignificant, has valuable knowledge and participates in a working team or Kaizen group (see also Quality Circles below).

Everyone is expected to participate, analysing, providing feedback and suggesting improvements to their area of work.

Every employee is empowered to participate fully in the improvement process: taking responsibility, checking and co-ordinating their own activities. Management practice enables and facilitates this.

Every employee is involved in the running of the company, and is trained and informed about the company. This encourages commitment and interest, leading to fulfilment and job satisfaction.

Kaizen teams use analytical tools and techniques to review systems and look for ways to improve (see Quality Tools below). At its best, Kaizen is a carefully nurtured philosophy that works smoothly and steadily, and which helps to align 'hard' organizational inputs and aims (especially in process-driven environments), with 'soft' management issues such as motivation and empowerment.

Like any methodology however, poor interpretation and implementation can limit the usefulness of Kaizen practices, or worse cause them to be counter-productive.

Kaizen is unsuccessful typically where:

Kaizen methods are added to an existing failing structure, without fixing the basic structure and philosophy.

Kaizen is poorly integrated with processes and people's thinking.

Training is inadequate.

Executive/leadership doesn't understand or support Kaizen.

Employees and managers regard Kaizen as some form of imposed procedure, lacking meaningful purpose.

Kaizen works best when it is 'owned' by people, who see the concept as both empowering of individuals and teams, and a truly practical way to improve quality and performance, and thereby job satisfaction and reward. As ever, such initatives depend heavily on commitment from above, critically:

to encourage and support Kaizen, and to ensure improvements produce not only better productivity and profit for the organization, but also

better recognition and reward and other positive benefits for employees, whose involvement drives the change and improvement in the first place.

Interestingly, the spirit of Kaizen, which is distinctly Japanese in origin - notably its significant emphasis upon individual and worker empowerment in organizations - is reflected in many 'western' concepts of management and motivation, for example the Y-Theory principles described by Douglas McGregor; Herzberg's Motivational Theory, Maslow's Needs Hierarchy and related thinking; Adams' Equity Theory; and Charles Handy's motivational theories.Fascinatingly, we can now see that actually very close connections exist between:

the fundamental principles of Quality Management - which might be regarded as cold and detached and focused on 'things' not people, and

progressive 'humanist' ideas about motivating and managing people - which might be regarded as too compassionate and caring to have a significant place in the optimization of organizational productivity and profit.

The point is that in all effective organizations a very strong mutual dependence exists between: systems, processes, tools, productivity, profit - the 'hard' inputs and outputs (some say 'left-side brain'),

and people, motivation, teamwork, communication, recognition and reward - the 'soft' inputs and outputs

('right-side brain')

Kaizen helps to align these factors, and keep them aligned.  

quality tools'Quality Tools' refers to tools and techniques used in support of Kaizen and other quality improvement or quality management programmes and philosophies.

Based mainly on statistical and manufacturing process tools, Quality Tools are used at all levels of an organization - typically in 'quality circles' or Kaizen work teams to analyse and review activities and uncover inefficiencies.

The main Quality Tools are:

The '5 Whys' - asking 'Why?' at least five times to uncover root cause of a problem. Flowcharts - boxes and arrows method of examining activities, potentially used in brainstorming, also

found in business process modelling.

Fishbone/Ishikawa Diagrams - fishbone-structured diagram for identifying cause/effect patterns, in which primary categories are generally pre-determined according to context. See fishbone diagram and usage examples for project management.

Run Charts - a graph which plots data/change along a timeline.

Pareto Charts - a line and bar graph displaying cause/effect ratios, especially biggest relative cause, based on Pareto theory.

Histograms - a bar graph displaying data in simple categories which together account for a total.

Checklists/Checksheets - pre-formatted lists for noting incidence, frequency, etc., according to known useful criteria

Control/Shewhart Charts - a standard pattern of performance/time for a given process, often in Run Chart format, which acts as a template to check conformance and deviation.

Scatter Diagram/Scatterplot - a graph which plots points (typically very many individual instances) according to two variables, which produces a useful visual indication of the relationship between the two variables.

Some quality tools, like flowcharts and checklists, have become part of mainstream management. Others tools such as the Fishbone diagram have stayed quite specific to the engineering and manufacturing disciplines, which traditionally have a strong focus and expertise in Kaizen, 'Lean' management and other quality management methodologies.

 

quality circlesQuality circles, similar to Kaizen teams, are a key part of any continuous improvement programme.

In this context the word 'circle' refers to a team of people.

Teams or small groups (the circles) meet to analyse, and review working practices with a view to making suggestions for improvement in their work and the systems.

As with many Quality Tools, the specific use of Quality Circles is chiefly concentrated among manufacturing and engineering organizations or in technical departments of this sort.

The term Quality Circles may be found in more general use outside of these traditional areas, in which case the name tends to imply or symbolise that teams are working in an empowered, cooperative way, especially focused on problem-solving and improvements, rather than a strict adherence to technical Total Quality Management or related processes.

(With acknowledgements to Melanie Allen.)

 

TQM Tools and TechniquesTotal Quality Management Tools and Techniques. When implementing any improvement process within a manufacturing or service environment, you need to have the ability to identify potential improvement opportunities, then systematically implement those opportunities for ongoing improvement. A key requirement in an effective process improvement strategy is that change is based on fact, involves input and buy-in from key stakeholders, is cost effective, timely, measurable and can be maintained.

 

To achieve the above you need a set of tools and techniques, which you can apply, to problem solving or opportunity achievement.

 

The best known TQM Tools and Techniques, to name a few are

 

»  The '5 Whys' - asking 'Why?' at least five times to uncover the root cause of a problem.

» Flowcharts - boxes and arrows method of examining activities, potentially used in brainstorming, also found in business process modelling.

» Fishbone/Ishikawa Diagrams - fishbone-structured diagram for identifying cause/effect patterns, in which primary categories are generally pre-determined according to context.

» Run Charts - a graph which plots data/change along a timeline.

» Pareto Charts - a line and bar graph displaying cause/effect ratios, especially biggest relative cause, based on Pareto theory.

» Histograms - a bar graph displaying data in simple categories which together account for a total.

» Checklists/Checksheets - pre-formatted lists for noting incidence, frequency, etc., according to known useful criteria

» Control/Shewhart Charts - a standard pattern of performance/time for a given process, often in Run Chart format, which acts as a template to check conformance and deviation.

» Scatter Diagram/Scatterplot - a graph which plots points (typically very many individual instances) according to two variables, which produces a useful visual indication of the relationship between the two variables.

» Example process improvement tools :

       FMEA  - Failure Mode Effects Analysis

       PDCA  - Plan Do Check Act

       SIPOC Analysis

       Statistical Control

» Other commonly used techniques:

 Brainstorm analysis • Fault Tree Analysis • Hazop Analysis

 

For details on the contents of the presentation on TQM which you download to your desktop please see

TQM Principles contents list >>

 

Summary Introduction to Total Quality Management 

 

What is TQM? Total Quality Management is an approach to business that aims to maximise the competitiveness of an organization through continued improvement of it's products, people, processes, services, systems and operating environment.

 

Total Quality Management is an approach to quality and continuous business improvement which enables an organization through a coordinated strategy of teamwork and innovation to satisfy continually increasing customer expectations, needs and requirements.

 

What does implementing TQM involve? The implementation of TQM means the empowerment of all employees through increased communication, education and training. Successful implementation requires the use of specialist knowledge. "Experts" are used to set up quality standards, procedures and work practices to effect the cultural change of the organization. While the initial investment is relatively high, the investment pays dividends in the long run. Worker expectations are fulfilled, customer loyalty & satisfaction generated, good operating standards raised. The result is that lower overall operating costs can be expected.

 

In the TQM organization, the focus of management is directed towards a) meeting customer needs, which are all important and from which sales and profits will follow b) empowering all employees who are seen as resources to be developed, c) treating suppliers as business partners whose success is vital to the success of the business itself and who have invaluable technical expertise which can be utilized in improving the end customer experience.

 

TQM and Process Variation. TQM places an emphasis on the understanding of process variation, the importance of measurement and diagnosis, the role of the customer and the involvement of employees, at all levels in an organization, in pursuit of continuous improvement.

 

As part of the continual improvement process a detailed understanding of the various TQM Tools and Techniques is of benefit to all involved within the organisation, visit TQM Tools and Techniques for more information.

 

You need to approach Total Quality Management via..

· Strategic initiatives · Customer Focus (Internal & External)  · Obsession with Quality · Scientific approach to decision making and problem solving  · Long term commitment · Teamwork · Continual process improvement · Education and Training · Unity of Purpose · Employee involvement and empowerment at all levels

 

Implementing an effective total quality process should be seen as a long term objective for an organization, however, while the project may be long term, the benefits will start to accrue in the short term and will exponentially increase as the TQM system develops.

 

Looking briefly at the "Strategic Initiatives" above:

An organization needs to consider the development of plans designed to give a sustainable competitive advantage. What is the organization's Vision Statement (e.g. best in class for cost of goods sold - COGS), what is the organizational Mission Statement? Are the organization's objectives made known to all employees? Have the details of the activities required to achieve these objectives (e.g. quality getting a higher priority than throughput, more frequent production campaigns, etc., etc..) been rolled out throughout the organization? All of the strategic initiatives require effective communication which must be cascaded from management. Has the process for ensuring an effective communication process been considered and clearly defined?

 

For more detailed information please talk to us about the type of information we can provide you.

 

Introduction to building a Cause and Effect Diagram.

 

1) Create a flow chart of the process or product flow, this will help prompt suggestions during the brainstorming that occurs in creating the Cause and Effect diagram.

2)2) Define exactly what is the problem that needs to be addressed.

3)3) Define the scope of the task to be addressed.

4)4) Start the cause and effect diagram, by drawing a box on the right hand side, into this box, describe the problem to be addressed. From this box draw a horizontal arrow going into this box.

5)5) Write the names of categories above and below the horizontal line, standard categories are the 6M’s  - Human (Man), Method, Machine, Environmental (Mother Nature), Measurement and Material.

6) Brainstorm potential causes of the problem

7) As you receive suggestions, add into the Cause and Effect Diagram with the potential cause coming from the categories above. For each cause, start to ask why?

 For example: Why should the measurement cause the final failure? Because of lack of calibration. Why is there a lack of calibration? Because equipment is not all on the calibration database, Why? Because staff use their own equipment? Why, why, why....and so on until you exhaust the potential causes.

8) As this process continues for each category, a tree with branches will form, at the end of the branches will be potential root causes.

9) A general rule is to ask "why" five times for each potential cause, however, this very much depends on the situation.

10) When this process is completed, there will be a large list of potential root causes. Not all can be solved at once, therefore, it will be necessary to categorize the range of potential causes, (many may repeat), assess the relevance of each, assign priority to address.

11) Based on the prioritized problem causes, create corrective action plans, implement the corrective actions, measure the results and implement permanent actions to address (e.g. update standard procedures, specification updates, test updates etc.) to ensure the problem remains permanently addressed.

 

What do we provide?

 

Obtain a complete informational presentation on  TQM Tools and Techniques. Detailed information from the basics through to complex analysis, presented in an easy to understand fashion.  

 

 

 

 

 

 

 

 

TQM ToolsHere follows a brief description of the basic set of Total Quality Management tools. They are:

Pareto Principle Scatter Plots

Control Charts

Flow Charts

Cause and Effect , Fishbone, Ishikawa Diagram

Histogram or Bar Graph

Check Lists

Check Sheets

Pareto Principle

The Pareto principle suggests that most effects come from relatively few causes. In quantitative terms: 80% of the problems come from 20% of the causes (machines, raw materials, operators etc.); 80% of the wealth is owned by 20% of the people etc. Therefore effort aimed at the right 20% can solve 80% of the problems. Double (back to back) Pareto charts can be used to compare 'before and after' situations. General use, to decide where to apply initial effort for maximum effect.

Return to TQM Tools index

Scatter Plots

A scatter plot is effectively a line graph with no line - i.e. the point intersections between the two data sets are plotted but no attempt is made to physically draw a line. The Y axis is conventionally used for the characteristic whose behaviour we would like to predict. Use, to define the area of relationship between two variables.

Warning: There may appear to be a relationship on the plot when in reality there is none, or both variables actually relate independently to a third variable.

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Control Charts

Control charts are a method of Statistical Process Control, SPC. (Control system for production processes). They enable the control of distribution of variation rather than attempting to control each individual variation. Upper and lower control and tolerance limits are calculated for a process and sampled measures are regularly plotted about a central line between the two sets of limits. The plotted line corresponds to the stability/trend of the process. Action can be taken based on trend rather than on individual variation. This prevents over-correction/compensation for random variation, which would lead to many rejects.

Return to TQM Tools index

Flow Charts

Pictures, symbols or text coupled with lines, arrows on lines show direction of flow. Enables modelling of processes; problems/opportunities and decision points etc. Develops a common understanding of a process by those involved. No particular standardisation of symbology, so communication to a different audience may require considerable time and explanation.

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Cause and Effect , Fishbone, Ishikawa Diagram

The cause-and-effect diagram is a method for analysing process dispersion. The diagram's purpose is to relate causes and effects. Three basic types: Dispersion analysis, Process classification and cause enumeration. Effect = problem to be resolved, opportunity to be grasped, result to be achieved. Excellent for capturing team brainstorming output and for filling in from the 'wide picture'. Helps organise and relate factors, providing a sequential view. Deals with time direction but not quantity. Can become very complex. Can be difficult to identify or demonstrate interrelationships.

Return to TQM Tools index

Histogram or Bar Graph

A Histogram is a graphic summary of variation in a set of data. It enables us to see patterns that are difficult to see in a simple table of numbers. Can be analysed to draw conclusions about the data set.

A histogram is a graph in which the continuous variable is clustered into categories and the value of each cluster is plotted to give a series of bars as above. The above example reveals the skewed distribution of a set of product measurements that remain nevertheless within specified limits. Without using some form of graphic this kind of problem can be difficult to analyse, recognise or identify.

Return to TQM Tools index

Check SheetsA Check Sheet is a data recording form that has been designed to readily interpret results from the form itself. It needs to be designed for the specific data it is to gather. Used for the collection of quantitative or qualitative repetitive data. Adaptable to different data gathering situations. Minimal interpretation of results required. Easy and quick to use. No control for various forms of bias - exclusion, interaction, perception, operational, non-response, estimation.

Return to TQM Tools index

Check ListsA Checklist contains items that are important or relevant to a specific issue or situation. Checklists are used under operational conditions to ensure that all important steps or actions have been taken. Their primary purpose is for guiding operations, not for collecting data. Generally used to check that all aspects of a situation have been taken into account before action or decision making. Simple, effective.

Return to TQM Tools index

 

 

 

 

Six Sigma is a business strategy initially implemented by motorola that today enjoys widespread application in many sectors of industry

 

 

Six Sigma is a business management strategy originally developed by Motorola, USA in 1986.[1][2] As of 2010, it is widely used in many sectors of industry, although its use is not without controversy.

Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.[3] It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods.[3] Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction or profit increase).[3]

The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modelling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4 defects per million). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it.

 

 

 

Implementation roles

One key innovation of Six Sigma involves the "professionalizing" of quality management functions. Prior to Six Sigma, quality management in practice was largely relegated to the production floor and to statisticians in a separate quality department. Formal Six Sigma programs adopt a ranking terminology (similar to some martial arts systems) to define a hierarchy (and career path) that cuts across all business functions.

Six Sigma identifies several key roles for its successful implementation.[13]

Executive Leadership includes the CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements.

Champions take responsibility for Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from upper management. Champions also act as mentors to Black Belts.

Master Black Belts, identified by champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart

from statistical tasks, they spend their time on ensuring consistent application of Six Sigma across various functions and departments.

Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.

Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities, operating under the guidance of Black Belts.

Some organizations use additional belt colours, such as Yellow Belts, for employees that have basic training in Six Sigma tools

TQM Tools and TechniquesTotal Quality Management Tools and Techniques. When implementing any improvement process within a manufacturing or service environment, you need to have the ability to identify potential improvement opportunities, then systematically implement those opportunities for ongoing improvement. A key requirement in an effective process improvement strategy is that change is based on fact, involves input and buy-in from key stakeholders, is cost effective, timely, measurable and can be maintained.  To achieve the above you need a set of tools and techniques, which you can apply, to problem solving or opportunity achievement.  The best known TQM Tools and Techniques, to name a few are  »  The '5 Whys' - asking 'Why?' at least five times to uncover the root cause of a problem.» Flowcharts - boxes and arrows method of examining activities, potentially used in brainstorming, also found in business process modelling.» Fishbone/Ishikawa Diagrams - fishbone-structured diagram for identifying cause/effect patterns, in which primary categories are generally pre-determined according to context. » Run Charts - a graph which plots data/change along a timeline.

» Pareto Charts - a line and bar graph displaying cause/effect ratios, especially biggest relative cause, based on Pareto theory. » Histograms - a bar graph displaying data in simple categories which together account for a total.» Checklists/Checksheets - pre-formatted lists for noting incidence, frequency, etc., according to known useful criteria» Control/Shewhart Charts - a standard pattern of performance/time for a given process, often in Run Chart format, which acts as a template to check conformance and deviation. » Scatter Diagram/Scatterplot - a graph which plots points (typically very many individual instances) according to two variables, which produces a useful visual indication of the relationship between the two variables.» Example process improvement tools :       FMEA  - Failure Mode Effects Analysis       PDCA  - Plan Do Check Act       SIPOC Analysis       Statistical Control» Other commonly used techniques: Brainstorm analysis • Fault Tree Analysis • Hazop Analysis

 

Summary Introduction to Total Quality Management  What is TQM? Total Quality Management is an approach to business that aims to maximise the competitiveness of an organization through continued improvement of it's products, people, processes, services, systems and operating environment. Total Quality Management is an approach to quality and continuous business improvement which enables an organization through a coordinated strategy of teamwork and innovation to satisfy continually increasing customer expectations, needs and requirements. What does implementing TQM involve? The implementation of TQM means the empowerment of all employees through increased communication, education and training. Successful implementation requires the use of specialist knowledge. "Experts" are used to set up quality standards,

procedures and work practices to effect the cultural change of the organization. While the initial investment is relatively high, the investment pays dividends in the long run. Worker expectations are fulfilled, customer loyalty & satisfaction generated, good operating standards raised. The result is that lower overall operating costs can be expected.  In the TQM organization, the focus of management is directed towards a) meeting customer needs, which are all important and from which sales and profits will follow b) empowering all employees who are seen as resources to be developed, c) treating suppliers as business partners whose success is vital to the success of the business itself and who have invaluable technical expertise which can be utilized in improving the end customer experience. TQM and Process Variation. TQM places an emphasis on the understanding of process variation, the importance of measurement and diagnosis, the role of the customer and the involvement of employees, at all levels in an organization, in pursuit of continuous improvement.  As part of the continual improvement process a detailed understanding of the various TQM Tools and Techniques is of benefit to all involved within the organisation, visit TQM Tools and Techniques for more information. You need to approach Total Quality Management via..· Strategic initiatives · Customer Focus (Internal & External)  · Obsession with Quality · Scientific approach to decision making and problem solving  · Long term commitment · Teamwork · Continual process improvement · Education and Training · Unity of Purpose · Employee involvement and empowerment at all levels Implementing an effective total quality process should be seen as a long term objective for an organization, however, while the project may be long term, the benefits will start to accrue in the short term and will exponentially increase as the TQM system develops.  Looking briefly at the "Strategic Initiatives" above: An organization needs to consider the development of plans designed to give a sustainable competitive advantage. What is the organization's Vision

Statement (e.g. best in class for cost of goods sold - COGS), what is the organizational Mission Statement? Are the organization's objectives made known to all employees? Have the details of the activities required to achieve these objectives (e.g. quality getting a higher priority than throughput, more frequent production campaigns, etc., etc..) been rolled out throughout the organization? All of the strategic initiatives require effective communication which must be cascaded from management. Has the process for ensuring an effective communication process been considered and clearly defined? For more detailed information please talk to us about the type of information we can provide you.

 Introduction to building a Cause and Effect Diagram. 1) Create a flow chart of the process or product flow, this will help prompt suggestions during the brainstorming that occurs in creating the Cause and Effect diagram. 2)2) Define exactly what is the problem that needs to be addressed. 3)3) Define the scope of the task to be addressed. 4)4) Start the cause and effect diagram, by drawing a box on the right hand side, into this box, describe the problem to be addressed. From this box draw a horizontal arrow going into this box. 5)5) Write the names of categories above and below the horizontal line, standard categories are the 6M’s  - Human (Man), Method, Machine, Environmental (Mother Nature), Measurement and Material. 6) Brainstorm potential causes of the problem 7) As you receive suggestions, add into the Cause and Effect Diagram with the potential cause coming from the categories above. For each cause, start to ask why?  For example: Why should the measurement cause the final failure? Because of lack of calibration. Why is there a lack of calibration? Because equipment is not all on the calibration database, Why? Because staff use their own equipment? Why, why, why....and so on until you exhaust the potential causes. 8) As this process continues for each category, a tree with branches will form, at the end of the branches will be potential root causes.

9) A general rule is to ask "why" five times for each potential cause, however, this very much depends on the situation. 10) When this process is completed, there will be a large list of potential root causes. Not all can be solved at once, therefore, it will be necessary to categorize the range of potential causes, (many may repeat), assess the relevance of each, assign priority to address. 11) Based on the prioritized problem causes, create corrective action plans, implement the corrective actions, measure the results and implement permanent actions to address (e.g. update standard procedures, specification updates, test updates etc.) to ensure the problem remains permanently addressed.  What do we provide? Obtain a complete informational presentation on  TQM Tools and Techniques. Detailed information from the basics through to complex analysis, presented in an easy to understand fashion.   

PROBLEM-SOLVING METHODOLOGY

Many people are faced with problems to solve repeatedly in their workaday world. This six-step method provides a consistent approach to solving problems. \

The following process is contained in the US Army's Field Manual 5-0, Army Planning and Orders Production, December 2005 but it has a wider application in the business world as well. After all, the military has to hire employees, procure materiel, and manage facilities just as large corporations and companies do.

Identify the Problem

It is very important to accurately define a problem as the initial step. Be careful to identify the problem itself and not a symptom of a problem. Write out your problem statement as a question (“How do we train our staff in customer service skills?”) or as an infinitive (“To determine the best method for training the staff in customer service skills.”).

Gather Information

Once the problem is identified and the general scope of the problem is defined, then information is gathered which will support choosing a solution later. Separate information into two

categories: facts and assumptions. Facts are information that is known and verifiable. Opinions can be handled as facts but their source must be carefully weighed as to its credibility.

CHECKLIST

Total quality: mapping a TQM strategy. (Checklist 029).(methods described)

Checklists  -  Annual, 2001

This checklist provides guidance on mapping a strategy for total quality management (TQM) for those seeking to introduce TQM to the organisation for the first time. A quality strategy combines the `hard' edge of quality

(its tools and techniques) with its `soft' side: the cultural changes you will need to achieve success. It is not just another management gimmick: it is a way of life.

The checklist is intended only as an aid to your initial thinking. Introducing TQM is a major strategic change which will require considerable research and planning. You are likely to need external advice or help to

implement it.

Management Standards

This checklist has relevance to the MSC National Occupational Standards for Management: Key Role F--Manage Quality.

Definition

TQM is a style of managing which gives everyone in the organisation responsibility for delivering quality to the final customer, quality being described as `fitness for purpose' or as `delighting the customer'. TQM views each task in the organisation as fundamentally a process which is in a customer/supplier relationship with the

next process. The aim at each stage is to define and meet the customer's requirements in order to maximise the satisfaction of the final consumer at the lowest possible cost.

Advantages of TQM

* It significantly improves the quality of the final product or service.

* There is a major decrease in wasted resources.

* There is a leap in productivity as staff use time more effectively.

* As products and services are improved,, there should be a long-term increase in market share, leading to sustained competitive advantage.

* The workforce becomes more motivated, as employees realise their full potential.

Disadvantages of TQM

* It is extremely demanding of management and staff time.

* It can become overly bureaucratic and mechanical, and lead to an emphasis on consistency of procedures, rather than a focus on improvement, or the means rather than the end.

* It will only help if the organisation is heading in the right direction; it is not a tool for turning the organisation around.

* It is not a quick fix: TQM takes years to implement and is in fact an unending process.

* It can lead to too much attention being paid to the needs of final customers and not enough to those of employees.

* It is likely to cause perturbation at various stages and this has to be handled carefully.

Action checklist

1. Establish a planning team for total quality

You will need a quality team to drive through the changes. In a small organisation this will be the senior management team; in a larger one, it will comprise senior managers representing the major functions. Include

in the team known sceptics or maverick s and ensure minority views are represented.

2. Assess the need to change

Consider the competitive position of the organisation. Establish who your key customers are and find out what they expect of you: don't assume that you are currently meeting all their requirements. Finding out what

customers need is a continuous, not a one-off, process. Establish how other groups--suppliers, competitors and employees--view the quality of your product/service.

3. Define the vision

Draw up a vision statement defining where the organisation wants to be in terms of serving its customers: this vision must be stretching but attainable. Define the principles and values which underpin the vision. Use other

organisations as a model but make sure your final draft reflects your own culture and circumstances.

4. Define the standard of service you aim to provide

Translate the vision into realistic outcomes. Establish what customers, suppliers and employees expect the organisation to deliver in quality of product/service.

5. Review how you are currently failing to meet the standards expected

There will may often be a large gap between customer expectations and reality. Establish the reasons for this across the organisation. Key ones are: external constraints, being let down by suppliers and internal

inefficiencies. It can happen that customers expect too little--you need to assess their needs, not only their overt wishes.

6. Conduct an organisational assessment of current levels of waste

Quantify the quality failures by securing from heads of departments an assessment of current levels of waste. Ensure they involve all employees in the assessment. Collect data as widely as possible, cost the results and

present the findings to the senior management team.

7. Establish the current cost of waste

Work out how much is currently spent on rectifying internal failure (for example, reworking of below quality goods) and external failure (for example handling customer complaints). Include appraisal costs--the time and

money spent on inspection and checking.

8. Decide whether to go for third party certification

You need to decide whether to include a quality management system in your initiative. This will lead to third party certification (BS EN ISO 9000 or its equivalent), which may bring benefits with customers and suppliers

or even be demanded by them.

9. Draw up your quality strategy

Use the results of the waste audit to draw up your quality strategy. This will cover:

* the goals of the strategy, including the revised mission

* the systems and tools needed to change processes

* the cultural changes needed to create the right environment for quality

* details of the resources that can be applied

* the time frames.

Secure senior management approval for the plan.

10. Draw up a management structure for change

The culture of the organisation will be critical to the success or failure of TQM. Plan for the introduction of team-based working: strong and effective teams are essential.

11. Establish an education and training programme

Some staff will need training in depth, others less so, but everyone should be given a thorough introduction to, and familiarisation with, what TQM means. Conduct an analysis of training needs in relation to TQM and cost the additional training required. This will need to be offset against the expected productivity gains. Plan for:

* general induction and training of all employees in the principles of TQM

* development of managers, supervisors and team leaders in the `soft' skills needed to implement TQM

* job specific training in new techniques associated with TQM

* additional training in customer relations.

An external trainer or facilitator is almost always essential, especially in the early stages.

12. Opportunities and priorities for improvement

Set priorities for the introduction of TQM. Select key processes for early analysis and improvement. Do not start with more than three processes at the most. Choose at least one that is likely to demonstrate quick returns

in business performance.

13. Goals and criteria for success

You will need to set both short- and long-term targets and establish measures of success both in business and cultural terms.

Dos and don'ts for mapping an effective TQM strategy

Do

* Secure top management commitment from the very beginning.

* Ensure that this commitment is repeatedly conveyed.

* Encourage all employees to make suggestions for improvement, especially those at the sharp end.

Don't

* See TQM as a quick fix.

* Bring TQM in at the same time as several other major new initiatives.

* Use TQM (or even appear to use TQM) as a means of downsizing.

Related checklists

* Total Quality: getting TQM to work

* Mapping an effective change programme

* Implementing an effective change programme

* Preparing for ISO 9000

* Implementing statistical process control

Useful reading

Useful addresses

Thought starters

* Is the climate really right for the introduction of TQM? In particular, do managers have the integrity and openness which TQM will demand of them?

* Does your strategy strike the right balance between the needs of your customer and those of your employees?

Further information

Checklists are available in the following formats:

* Individual checklists.

* A complete set of 195 on CD-ROM or in hard copy.

* Checklists with permission to photocopy.

FLOWCHART

Flow charts are often not understood but they are a great way to identify how different functions operate from beginning to end.  For example a flow chart can identify all the steps in getting a product manufactured and into the hands of customers.  It is a method to identify the various steps involved in this effort and can identify areas that impede or slow the process to completion.

Flow charting a process is a great way to not only identify the steps it brings into focus the required sequence of events.  It helps to bring questions as to the reason various steps are required and if they can be eliminated or need to be improved to improve the flow of product development.

Flow charting is also a way to get a handle on critical areas affecting the flow to completing  a process such as manufacturing a product for sale to consumers.  It provides a method to focus and analyze on various elements that may need to be improved.  The results can either to improve the time sequence or the quality of the product or both.  i have been involved in flow charting exercises in the past and they have provided great benefits.  It not only is an avenue to provide more efficiency it can increase the bottom line by potentially removing duplication in the process and/or eliminating steps that are either not required or need improvement.  

CHECK SHEETS

TALLY CHARTS AND HISTOGRAMS

GRAPHS

PARETO ANALYSIS

CAUS-AND EFFECT DIAGRAMS

BRAINSTORMING

SCATTER DIAGRAMS AND REGRESSION ANALYSIS

THE SEVEN MANAGEMENT TOOLS

HOUSEKEEPING

DEPARTMENTAL PURPOSE ANALYSIS

MISTAKE-PROOFING

TOTAL PRODUCTIBE MAINTENANCE

PDCA – PLAN DO CHECK ACT

Plan-Do-Study-Act (PDSA or PDCA)

Originally Shewhart's Plan-Do-Check-Act or the application of the scientific method to engineering and management. Deming later changed Check to Study. A look-before-you-

leap approach to standardization or maintenance (Standardize-Do-Check-Act), solving problems and improvement or reactive mode (Check-Act-Plan-Do) and achieving opportunities and new developments or proactive mode (Plan-Do-Check-Act).