Total Quality Process (TQP)

Total Quality Process
(TQP)

© Operational Excellence Consulting. All rights reserved.

Objectives
By the end of this program, you would be able to:
• Explain the Principles of Quality
• Define the Four Key Activities for managing quality
• Explain the need for a culture change, starting at the top
• Demonstrate a personal commitment to total quality
• Describe how to create quality awareness and educate employees
on quality management and improvement
• Describe how to put the systems for TQP into motion, including
measuring quality
• Identify ways to sustain TQP activities
• Understand a manager‟s role in quality improvement

3

1
Introduction to TQP


Goals of Productivity
• High-quality products and services
• Bigger market share
• Higher standard of living


7

Understanding the Principles of
Quality
• Vision
• Benefits of quality
improvement
• Five Quality Principles


9

Eliminating Waste
“Eliminating what is
not wanted or
needed is profitable
in itself.”
~ Philip Crosby


11

Impact of Problem Solving
Sporadic Departure
from Standard

Performance

Original Zone of
Control

Problem Solving
(Process Improvement)

Holding the Gain - Control

New Zone of
Control

Time

13

Activity: Benefits of Quality
Improvement
Time: 5 mins

1.

List any areas where your company currently has
strengths in quality

2.

List any areas where your company has
weaknesses in quality

3.

What benefits of quality improvement can you see
for your company?


15

The success of a Quality transformation
starts from process changes
Culture

Attitude
The way we think
Behavior

The way we act
Work Systems
& Processes
The changes we make

17

Five Quality Principles
The five quality principles form the basis for
managing and improving quality in a
company:
1. All work is a process

2. Quality means meeting requirements
3. We focus on processes by measuring
4. Our quality standard is 100% right

5. The system for quality is prevention
Source: Adapted from the Four Quality Absolutes by Philip Crosby

19

Definition of Quality
• Quality means meeting requirements
• The word “quality” means different things to
different people
 For example, “quality” may mean “expensive” to one
customer. To another, the word may mean “durable”.

• To improve quality, we need a simple, clear
definition that means the same thing to
everyone


21

Quality Standard
• Our quality standard is 100%
right
 Zero defect
 6 sigma quality (3.4 ppm)

 An attitude for continuous
improvement


23

2
4 Key Activities


4 Key Activities
1. Make a commitment
2. Plan for Quality management
3. Put Quality systems in motion
Vision, Mission,
Shared Values & Five
Quality Principles

4. Keep Quality going

Quality
Management
Act

Plan

Check

Do

Quality
Improvement


27

Make a Commitment

1.1 Starting at the Top
• Establish a Quality vision
• Participate in the Quality management process
• Demonstrate a personal commitment

• Communication by senior leaders


29

Plan for Quality Management

2. Plan for Quality Management
2.1 Form a Quality Management Team
2.2 Create awareness
2.3 Educate everyone

2.4 Prepare for goal setting


31


2.2 Create Quality Awareness
• Make everyone aware of the commitment to
Quality
• Responsibilities:
 Provide employees with reading and viewing materials
supporting Quality efforts
 Publicize through intranet, newsletters, emails, etc.
 Participate in awareness events, e.g. poster/slogan
competition
 Communicate with customers and suppliers


33


2.3 Quality Education Process
• Process control
 Plan-Do-Check-Act (PDCA)

• Quality improvement tools
 Process analysis tools

 Measurement tools

Senior
Management

 Problem solving tools

Quality
Management

Act
Check

 Team-building tools

Plan
Do

Quality
Improvement
Front Lines
Focus


35


Activity: Communication
• Discuss and list ideas for developing
and communicating plans for the
Quality initiative.


Time: 10 mins

37

Put Systems in Motion

3.1 Set Up Work Process
Measurements
• To identify whether or not work processes are
meeting requirements
• Help departments identify what to measure
 Input/Output criteria (SIPOC)

• Introduce a company-wide measurement chart
 Organization scorecard

• Review results and publicize success stories


39


3.2 Measure Quality
• Measure defects, e.g. COPQ

• Explain to key staff how quality is measured
• Use these measurements to manage the quality
improvement process

• Tips for measurements:
 Use the Pareto principle
 No need to be 100% accurate

 System should provide a good, overall picture


41


Why Measure COQ?
• Gain senior management commitment - $$$

• A scorecard with a common unit of
measurement ($, or as % of sales)
• An effective tool to measure and prioritize
improvement efforts
• Allocate resources for quality improvement
• Help set and monitor departmental quality
improvement targets
• Determine effectiveness of the quality plan

43


What COQ Is Not
• Cost of quality is NOT the price of creating a quality
product or service. It is the cost of NOT creating a
quality product or service.
• Every time work is redone, the cost of quality increases.
Examples include:
 The reworking of a manufactured item
 The retesting of an assembly
 The rebuilding of a tool
 The correction of a bank statement
 The reworking of a service, such as the reprocessing of a loan
operation or the replacement of a food order in a restaurant

45


Cost of Conformance (COC)
• The costs incurred in ensuring that things
are done right the first time
• Examples:








Quality training
Quality auditing
Inspections and tests
Process capability studies
Vendor assurance
Continuous improvement programs
Customer satisfaction surveys

47


3.3 Form Quality Action Teams for
Solving Problems
• To systemize corrective and preventive actions
• Appoint a “Quality Coordinator” to:
 Receive quality improvement requests

 Determine the necessary skills and identify employees
for ad hoc quality improvement
 Assign problems to specific QATs
 Monitor the status of team activities
 Follow up with teams to ensure problems are solved


49

Keep Quality Going

4. Keep Quality Going
• Ensure activities are ongoing so as to sustain the
Quality implementation
process
• Review and recognize
Quality Management
Team success


51

Keep Quality Going

4.2 Review Quality Management
Team Success
• To renew and improve the Quality Management
Team
• Recognize QMT success
• Identify and select new members for the QMT
• Train and educate new members
• Recognize outgoing members for their
participation


53

3
TQP Toolkit


Hoshin Kanri (Policy Deployment)
• A planning tool that helps us identify the key
focal points and strategies we will use to steer
us towards our vision.
• Focus on vital few goals
• Enables everyone to „see‟
where we‟re going and
our plans to get there
• Build plan and strategies
as a team
• Shared responsibility for
getting results

57

Eight Steps of Problem Solving
1

Select the Theme

2

Plan the Schedule

3

Grasp the Present Situation

4

Establish the Target

5

Analyze the Cause & Identify Corrective Action

6

Implement Corrective Action

DO

7

Evaluate the Result

CHECK

8

Standardize & Follow-up

ACT


PLAN

59

Problem Solving Tools
• Not the intent of this presentation to go into the
details of problem solving tools, as the main
focus is on the overall Total Quality Process
• However, we will highlight two of the most
important tools:
 Pareto Chart
 Case & Effect Diagram
(Note: For details on the PDCA problem solving process and tools, please visit our
website for the specific presentation deck.)

61

Example: Pareto Chart
Pareto Chart
Pizza Defects

35

120%

30

Occurences

25
80%
20
60%
15
40%
10
20%

5

-

Wrong Toppings ColdPizza Late
Pizza
Wrong Crust
Tastes Forgot Breadsticks No Change in Box
Bad
Driver Had Smashed Wrong Price
Driver Rude All other

Quantity

29

25

22

13

10

7

4

3

2

1

25%

46%

64%

75%

84%

90%

93%

96%

97%

98%

100%

% of Total

25%

21%

19%

11%

8%

6%

3%

3%

2%

1%

0%

2

Cum %

Cumulative Percent

100%

2%

Time Period:

January-02


63

Cause & Effect Diagram
Causes (Xs)

Manpower

Method

Effect (Y)

Machine

cause

Problem
Statement

Environment

Measurement

Material


65

4
Strategies for Success


3 Cornerstones
• Problem solving
 We have covered this earlier, and so we will focus on
the next two cornerstones

• Project Management
• Change management


69

Project Management
• Key elements:
 Project charter
 Project plan

 Project execution and monitoring
 Project close out


71

Understanding Responses to Change
It is key to understand and leverage is the rate and pace
at which people adapt to change
Enrollment Curve

Source: Atlanta Consulting Group

73

10 Steps to Dealing with People
Challenges
1. Develop a Team Charter
2. Select appropriate team members
3. Inform everyone who is either involved in the
project or impacted by the project
4. Develop team ground rules at the first meeting
5. Make sure everyone understands their role


75

Moving Towards a Quality Culture
Culture

Attitude
The way we think

Behavior
Work
Processes &
Systems

The way we work

The changes we make
through TQP

77

Keys To Success
• As a team – be open minded and supportive

• Understand TQP concepts
• Effectively use Quality management and
improvement and tools

• Keep it simple
• Becoming a truly quality-oriented organization is
a journey and will not be made without some
discomfort


79

The Attitude
“Whether you think
you can, or you
think you
can’t, you’re right.”
- Henry Ford


81

END OF PRESENTATION
For more information about our
services, please visit

www.oeconsulting.co
m.sg


Total Quality Process (TQP)

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