8 th European Quality Conference Luxembourg

2. 8th European Quality ConferenceLuxembourg The Wisdom of Quality Management Pioneers Revisited Key Messages for the 21st Century 2 October 2015 Prof. Dr. Y. Emery Public Management and HumanResource Unit SwissGraduateSchool of Public Administration, IDHEAP University of Lausanne www.unil.ch/idheap

3. Why QM «wisdom»? • QM has becomehighlytechnicaland isfrequentlyassociatedwitheverykind of label and certification; the veryoriginsof QM has been forgotten • Amazingamount of organizations, publications, specializedjournals, norms and qualityframeworks, consultants and prizes: but whatisquality? • QM tends to beperceived as deshumanized and isfrequentlycriticizedby professionalswhofeel not recognised: isthere a way to reconcile Managers, QM specialists and professionals? Wisdomis about the underlyingphilosophyand values of QM, the veryheart of it

4. Quality Management Pioneers(J.-M. Gogue (1997)) • Walter A. Shewhart(1891-1967) • W. Edwards Deming (1900-1993) • Joseph M. Juran(1904-2008) • Kaoru Ishikawa (1915-1989) • Armand V. Feigenbaum(1922-2014) • Philip B. Crosby (1926-2001)

5. Drinks, Rolls, Buns QM wisdom… Some ever-green wisdom… • the same word quality, pronounced and spelled identically, has more than one meaning (Juran, 1989) • Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs (Deming,1982) • The customer is the most important part of the production line (Deming, 1982) • try to eliminate the possibility of error, or “foolproof” the process, that is, redesign the process so it is not possible to make the error (Juran, 1989) • People will only tell you the troubles that others cause for them. The will not reveal what they make happen themselves (Crosby, 1979) • Failure is a seed of success (Ishikawa, 1985)

6. Presentation template Original quotation (wisdom) Revisedwisdom (for the 21st century) Suggested implications / actions • Suggestion 1 • Suggestion 2 • Suggestion 3

7. Wisdom 1 (J.M. Juran, 1989) Everyone is “for” quality. No one is “against” quality. No one – not managers, supervisors, specialists, the work force, the union. No one. Everyoneis «against» quality, if qualityisdefined by «others» (managers, QM specialists, even clients or customers…) • Within the legalframework, co-definequalitybetweenprofessionalsand end-users • Qualityshouldbeoperationalised (standards, requirements to beevaluated): avoid vague definitionsof quality, or «excellence» as broadtarget of any QM programme • Make a clear distinction between «content quality» and «quality of service»

8. Wisdom 2 (P. Crosby, 1979) Quality is free. It’s not a gift, but it’s free. What costs money are the unquality things – all the actions that involve not doing jobs right the first time Quality has a cost, whichdepends on politicalchoices… the unqualitythingsstillcost • The analyticalcost of anyproduct or service includes the unqualitythings • The main purpose of processimprovementis to decrease the cost of defects (somebodymakesthem and getpaid for makingthem) • The main purpose of processredesignis to decrease the cost of the products / services itself

9. Wisdom 3 (E.W.Deming, 1982) Think of the chaos that would come if everybody did his best, not knowing what to do Think of the chaos that would come if everybody did his best, knowing (only) what to do • Job descriptions are useful but not sufficient to fostercooperation • Commitment-enhancing practices likestrategic information sharing, participatory-control practices and developmental feedbacks, are essential in 21st century’s organisations • Individualevaluations and rewardsshouldbecomplemented by collective (team, process, project) management systems

10. Wisdom 4 (J.M. Juran,1989) The major obstacle to arriving at the optimum has been the urge to suboptimize […] it is fostered by the prevailing systems of departmental goals […] The major obstableisrelated to organisationalegoïsm and the reign of possessivness. Interagency and interdepartementalcooperationismandatory to master the complexity of today’s public demands • Public policy and programme design shouldbemodeled by the problems and demands of society • Organisational structure/chart replaced by process charts • Findcommonpurposes and objectives to fostercooperation

11. Wisdom 5 (E.W. Deming, 1982) Work standards, rates, incentive pay […] are manifestations of inability to understand and provide appropriate supervision […] the work of management is to replace work standards by knowledgeable and intelligent leadership The work of management is to combine work standards with intelligent leadership, instrumental and transformational • Instrumental leadership is about the ability to communication a «line-of-sight», to translate strategicaimsintoconcreteimplementationsteps • Transformational leadership (unliketransactional leadership) is about inspiring and helpingemployees to do their best, unveilingtheir talents • Work standards/objectives have to beconsidered as feedback about the ongoingprocess of improvement

12. Wisdom 6 (P. Crosby, 1979) It isn’t what you find; it’s what you do about what you find. It isn’twhatyou do about whatyoufind, it’s about steering, about evaluation, about learning. • Measurement (of anyindicators) does not improveanything • Avoidproducing data and indicatorswhich are onlyuseful for historians • Anysteering system without objectives (strategic, operative) is new (management) bureaucracy

13. Wisdom 7 (P. Crosby, 1979) Why spend all this time finding, fixing, and fighting when you could have prevented the problem in the first place? Preventionis the sense of extendedcitizens’ participation and co-design withusers, it’s key to the creation of public value • Short termimplementation of legal/political objectives & precipitation, shouldbeavoided • Co-design methodologies, test-in-use and similar practices to beintroduced • The citizens as innovation consultants…

14. Wisdom 8 (E.W. Deming, 1982) The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge Knowledge acquisition isstill a slow process. There is no substitute for knowledge sharing and transfert • Don’t confuse data with information, and withknowledge • Knowledgecapturing, creating and sharing, are key to survival • Frombenchmarking to benchlearning: sharing knowledgeacrossboundaries (internal as well as external)

15. Wisdom 9 (K. Ishikawa, 1985) Management based on humanity is a system of management that lets the unlimited potential of human beings blossom Management based on trust and support is a system of management thatlets the talents of everyemployeeblossom • Resource basedview as key input towardsstrategic HRM • Define a talent management policyadressing all employees • Long terminvestment in cultural change, putting emphasis on transformational leadership

16. Wisdom 10 (W. E. Deming, 1982) Learning is not compulsory… neither is survival Learning is compulsory… survival is no longer guaranteed (for public sector organisations) • Survive throughadded-value, not throughstatute • Continuouslearning for EACH employee, regardless of his or her job • Innovation processes: co-design withemployees as well as withstakeholders

17. Last Wisdom (P. Crosby, 1979) Quality has much in common with sex. Everyone is for it. Everyone feels they understand it. Everyone thinks execution is only a matter of following natural inclinations. And of course, most people feel that all problems in these areas are caused by other people (if only they would take time to do things right) Unchanged…!? To bediscussedduring the break…

18. Conclusion (G. Flaubert) The absurdity of concluding… Yes, stupidity is wanting to conclude. Who is the strong spirit who concluded, starting with Homer? Let’s we be content with the picture, thus, good. (L’ineptie consiste à vouloir conclure. […] Oui, la bêtise consiste à vouloir conclure. […] Quel est l’esprit un peu fort qui ait conclu, à commencer par Homère ? Contentons-nous du tableau, c’est ainsi, bon) Letter from the 4 of september 1850 to Louis Bouilhet. In Correspondance (1973), Gustave Flaubert, éd. Gallimard, coll. Bibliothèque de la Pléiade, 1980, t. I, p. 679-680

19. Bibliography • CROSBY, B. C., 1979, Quality is free. The Art of Making Quality Certain, McGraw-Hill, New York. • DEMING, E. W., 1986, Out of the Crisis, Cambridge University Press, Cambridge. • FEIGENBAUM, A., 1983, Total Quality Control, Mc Graw Hill, New York. • ISHIKAWA, K., 1985, What Is Total Quality Control? The Japanese Way, Prentice Hall, Englewood Cliffs, N.J. • JURAN, J. M., 1989, Juran on Leadership for Quality. An executive Handbook, Macmillan, New York. • SHEWHART, W. A., 1989, Les fondements de la maîtrise de la qualité, Economica, Paris