The Changing face of Quality Hoshin Kanri ‘Making WORK meaningful’

1. The Changing face of Quality Hoshin Kanri ‘Making WORK meaningful’

2. Global High Performer using Hoshin Kanri Empowerment concept Typical Western compliance based organisation Blame culture‘who’se fault is it?’ Low performance. forced output High performing. team based output The Quality world is moving slowly but surely from this to this

3. Professor Ishikawa said: ‘Each person is the expert at his or her own job!‘To be successful we must use the collective thinking power, skill and job knowledge of all of our people to make our organisation the best in its field!’ This is the essence of Hoshin Kanri! (Bill Gates – Microsoft later referred to this as Corporate IQ!)

4. David Brailsford Olympic team coach said: "Everybody in our team dedicate their lives to the pursuit of a dream - to win a gold medal. When they do get recognised in this way it is a fantastic honour.”

5. David Brailsford also said: “It was by attention to detail that gave us the advantage over the other teams. We considered everything even the smallest improvements that would give us a competitive edge. It was the accumulation of these small details that made us unbeatable.

6. in Toyota from a labour force of 40000 people they have over 2,600,000 improvement suggestions per year of which 96% are implemented! Quality Circle at work in Kraft Foods Venezuela December 2008 Gatwick on same track!

7. Establish Vision and Mission, Set Corporate goals and targets - agree overall programme, monitor and support. Agree and establish departmental goals, participate in project teams, support Quality Circles. Agree and establish section goals, participate in continuous improvement activities through Quality Circles.

8. American Society for Quality Located in the USA but linked to Professional Quality Bodies globally and especially on the American continent and in other countries with strong affiliations to the USA . It maintains independence from the local bodies and encourages Quality Professionals in those countries to form and become members of 'Chapters'. This is also the case of ASQ members in the UK

9. ASQ History Joseph Juran, one of the fathers of quality, receives an award from ASQ in the mid-1960s. ASQ is Headquartered in Milwaukee, ASQ traces its beginnings to the end of World War II, (JUSE in Japan was formed around the same time!) as quality experts and manufacturers sought ways to sustain the many quality-improvement techniques used during wartime. ASQ has played a crucial role in upholding these standards from the past while, at the same time, championing continued innovation in the field of quality.

10. The Union of Japanese Scientists and Engineers Formed in 1946 by a consortium of 'subscribing members' comprising many if not all of the large Japanese companies that existed at that time. The objective was to create a society that had the expertise and resources to assist Japanese conmpanies in the post war recovery. Its founder and first President was Ichiro Ishikawa the Father of Kaoru Ishikawa well known for the basic tools for Quality Improvement including the Fishbone Diagram and who followed his father as President of JUSE. Resonsible for both the Deming Prize management and Quality Circles Headquarters Leading authority in Japan for Total Quality Management Local organisation in all Prefectures

11. European Organisation for Quality The EOQ (at that time called European Organization for Quality Control - EOQC) was established in 1956 and the founding organizations came from five western European Countries: France, Italy, Western Germany, The Netherlands and United Kingdom. Then, as a first major step in broadening the delivery of a quality agenda the EOQ spread its roots into other western European countries, before establishing links with central and eastern European countries in what was then seen as a Communist bloc. More recently EOQ has widened its activities to include the countries of the southern and eastern Mediterranean region.

12. International organisations for Quality The world alliance for Quality

13. World Alliance for Quality On September 13, 2002 ASQ, EOQ, IAQ and JUSE made an alliance to improve relationships in order to intensify the global commitment to quality principles and their application in all segments of society. On September 15th 2005 WAQ had it’s first meeting in Tokyo at the occasion of ICQ 2005. The conclusions were that we have to work together in three directions: 1) Quality Security and environment: a) How to speak with one voice at the world level b) How to adapt Quality to globalization c) How to answer the needs of today’s CEOs 2) Transformation (new field of action of Quality and change Management) 3) Gather world experienced leaders to explore direction in which to go to increase the likelihood that quality will reach its full potential in society. In its meeting in Antwerp in May 2006, the World Alliance for Quality decided to focus its activity on main issues for the world community. The three main issues are the following: 1) Maintain and improve the Quality of products and services. 2) Help 'under recognised' countries and organizations to develop their richness and find their place in the world community 3) Improve the quality of life of world citizens

14. The APQO was born in Beijing , China in 1985. This was after it was first conceived in 1981 in Manila , Philippines during the First Asia Pacific Quality Congress (APQC ’81) that was hosted by the Philippine Society for Quality Control (PSQC). This was further nurtured in 1983 during the 2 nd Asia Pacific Quality Congress (APQC ’83) in Mexico City and hosted by the Instituto Mexicano de Control de Calidad (IMECCA). The birth of the then Asia Pacific Quality Control Association (APQCO) the forerunner of the what is APQO today, was marked by the historic signing of the APQCO constitution in October 23, 1985 at the Great Hall in Beijing, China. At that time. two “Honorary Presidents” were appointed in the person of Dr. Kaoru Ishikawa for Asia and Dr. H. James Harrington for the Pacific. In that same year (1985), Prof. Miflora M. Gatchalian was appointed as the first APQCO Secretary General, a position she has held up to end of 2003.

15. International Quality Award bodies Japanese Deming Award American Baldrige Award EFQM Quality Award Very similar to each other in approach although the models appear different very different in approach to the Baldrige and EFQM Awards

16. Quality related Standards bodies These are possibly the best known by most people as the Standards bodies such as BSI in the UK and their equivalents in most countries. Below these are the Compliance bodies with regulatory authorities in many but not all countries. These include UKAS in the UK who are concerned with ensuring the integrity of the Certification Bodies. Unfortunately in the UK, as the result of a decision by the then DTIin 1994 there are a number of bodies offering certification who are not under the control of UKAS and who operate independantly with no outside control. This brings discredit to the process. It is not clear how this problem is dealt with overseas but it is known that it is or was worse in France with some 23 independent certification bodies all of whom operate their own interpretation of the standards concerned.

17. The big changes for the future

18. TQM in Education • THE WORLD COUNCIL FOR TOTAL QUALITY EXCELLENCE IN EDUCATION • UNESCO - ASPnet currently not connected at all to the international network of professional Quality bodies this is the most rapidly growing sector in the quality movement. Started at the City Montesorri School in India in 1992 with just a few Quality Circles of students the movement has spread to almost 30 countries around the globe. In Nepal alone there are known to be some 28000 school children of all ages from around 10 year of age to post graduate involved. The City Monesorri school itself boasts some 49000 students and is in the Guiness Book of Records as the largest Independent school in the world has most of its students involved in quality related activities. Next year in 2014, the annual convention of this movement will be hosted at Kingston University. There is an opportunity fior the CQI to be involved.

20. Summary There is a global structure for the development of Quality but each seperate sector to a large extent pursues its own agenda. There is therefore no common agreement on the fundamental principles. I think it is reasonable to say that in the main there is a tendancy for the East including the Pacific Rim Countries to honour the teachings of both Professor Ishikawa and Dr Juran based on a strong drive for continual improvement and worker involvement whilst in theWest there is a strong tendancy to rely on Compliance and Certification in order to achieve results. Japanese Quality philosophy is of far higher importance to Asian countries including both India and China than is the case in the West. This is evidenced by the large numbers of participants from those countores and also Brazil to TQM seminars in Japan and the almost total non involvement by Americans or Europeans of any country. The student movement in Quality internationally is becoming a force to be considered. It will soon begin to impact on global approaches to Quality. The CQI has an opportunity to take an initiative here as currently it is outside the global professional movement.

21. 8 features of Global High Performance Global High Performer Vector sum of energy • Top management involvement – not just commitment. • Clear ‘Vision’ from the top and clear policies for all business ‘drivers’. • ‘Key Performance Indicators’ (KPI’s). • ‘Benchmarking’ against competitors and ‘best in class processes. Look after the process and the product looks after itself! • ‘Champions’ nominated for major initiatives. Deployment of goals to all levels • Continuous Improvement at all levels + Lean Six Sigma • Self Directing Workplace improvement teams. • Attack problems not people. High ‘Corporate IQ’