Two journeys to quality

1. Two journeys to quality From symptoms to cause – the diagnostic journey From cause to remedy – the remedial journey

2. Two views on errors Most errors go unreported because they are either felt to be insignificant or for fear of blame and retribution Very few people care enough about their own or another’s organisation to report correctable errors

3. Three elements of quality costs Costs of errors Inspection costs Prevention costs

4. Three key quality issues The bitterness of poor quality remains long after the sweetness of low price is forgotten Quality is the art of getting people to buy your product or service more than once The cost of quality is the expense of doing things wrong

5. Three issues on quality and customers Nine out of ten dissatisfied customers don’t complain, they just go elsewhere Over three quarters of customers will pay more for a high quality service Attracting new customers can cost up to four times as much as retaining them

6. Three brave questions to put to customers What are we doing that you like? What should we do that are not yet? What are we doing that needs to be done better? Denton

7. Three principles of the Investors in People standard Review Plan Do Developing strategies to improve the performance of the organisation Taking action to improve the performance of the organisation Evaluating the impact of the performance of the organisation

8. Four absolutes of quality management Conformance to requirements performance Prevention not appraisal Zero defects Measuring the cost of non-conformance Philip Crosby

9. Four costs of quality Conformance costs Prevention costs Appraisal costs Non-conformance costs Internal failure External failure Source: Steve Ball

10. Four levels of denying our ability to resolve a problem The problem does not exist The problem is not important The problem cannot be solved I cannot solve the problem

11. Four improvement strategies Repair Refine Renovate Re-invent

12. Four thoughts on quality Quality cannot be inspected in, it can only be created by design Most organisations are unaware of the true costs of getting things wrong Up to 85% of quality problems are created by people who never touch the product or provide the service The price of poor quality can amount to 20-40% of turnover

13. Four quality essentials Costs go down as we reduce variation in what we produce or deliver Concern for meeting customer needs will show in what we do not just what we say To improve a process we need to know what causes its variation A climate in which we feel unthreatened when reporting bad news is a must Andrew Gibbons

14. Four steps to quality control Setting quality standards Appraising conformance to the standards Acting when standards are not met Planning improvements continuously to the standards

15. Four essentials for quality management Define Measure Analyse Improve

16. Four specific quality costs Prevention costs: including quality planning Appraisal costs: including inspection Internal failure costs: including scrap and rework External failure costs: including warranty and complaints Feigenbaum

17. Four steps to quality management Setting quality standards Appraising conformance to the standard Acting when standards are exceeded Planning improvements in the standard Feigenbaum

18. Four parts to the Best Value Quality model Challenge purpose Compare performance Consult the community Compete with others

19. Four ways to embed quality Understanding and fulfilling requirements The need to consider process in terms of added value Obtaining the results of process performance and effectiveness Continual improvement of process based on effective measurement Source: BSI

20. Five parts to the ‘great place to work’ standard Respect Credibility Pride Fairness Camaraderie

21. Five steps to root causes of poor quality What goes wrong? What are the symptoms? What are the effects? What are the real causes? What will resolve the problem?

22. Five ways to improve a process Reduce resources Reduce errors Enhance customer perception of value Make the process safer Make the process more satisfying to those engaged in that process

23. Five retrospective quality issues Non-conformance Defects Flaws Deficiencies Re-work Source: Ishikawa

24. Five stages in the capability maturity model Initial Repeatable Defined Managed Optimising

25. Five principles of total quality management Produce quality work first time Focus on the customer Have a strategic approach to improvement Improve continuously Encourage mutual respect and teamwork

26. Five elements of the EPDCA quality cycle E vauate? P lan D o C heck A mend

27. Five parts to the IDEAS benchmarking model Inquire Investigating possible areas for benchmarking Decide Select one area Expand Exploring key features of the chosen area - causes, effects and possible solutions Analyse Seeking expert opinion Specify Interpreting results to focus on the way forward Source: Webster and Chen Lu

28. Six elements of a quality product Functionality Reliability Usability Efficiency Maintainability Portability

29. Five principles of total quality management Produce quality work the first time Focus on the customer Have a strategic approach to improvement Improve continuously Encourage mutual respect and teamwork

30. Six parts to the ACCEPT model of quality A im for customer satisfaction C ommunicate and co-ordinate all activities C o-operate at all levels and across functions E mpower all employees P romote the use of problem solving tools T raining for quality is forever

31. Six levels of benchmarking World class Potential winners Vulnerable Promising \ Room for improvement Could do better

32. Seven signs of poor quality Complaints Wasted time Frustration Hassle Confusion Overload Underload Steve Smith

33. Seven steps to solving quality problems Identify Key areas Analyse Symptoms To find Causes Generate Alternatives Make Decisions Anticipate Trouble Prevent Recurrence

34. Seven elements to the Baldridgequality award Points Leadership 120 Strategic planning 85 Customer and market focus 85 Measurement, analysis, knowledge management 90 Human resource focus 85 Process management 85 Business results 450

35. Eight fundamental concepts of quality Results orientation Customer focus Leadership and constancy of purpose Management by processes and facts People development and involvement Continuous learning innovation and improvement Partnership development Corporate social responsibility EFQM

36. Eight parts to the Sunday Times 100 standard Leadership My manager Personal growth Well being My team My company Fair deal Giving something back

37. Eight steps to the rational decision making model Know your climate and parameters Define the problem Collect data Analyse the data Generate possible solutions Select the best solution Implement the decision Review and learn

38. Eight dimensions of quality Performance Features Reliability Conformance Durability Servicability Aesthetics Perceived quality

39. Eight routes to poor quality Emphasis on short term profitability Clamping down on cost but tolerating high waste levels A ‘take it or leave it’ attitude towards customers Treating employees as productive robots Competing on price not sufficiently on quality Buying at the lowest price Anti - change but changing arbitrarily when forced Macho management – the crisis manager Source: UK Dept of Trade and Industry

40. Eight key quality issues Quality leads to lower costs and inspection is too late The boardroom has ultimate responsibility for quality Most defects are caused by the system No process is optimised, it can always be improved Fear degrades processes – provide job security Managers must do more than respond to system failure Build long term relationships with trusted suppliers Prevention of variation and failure is the key W E Deming

41. Nine elements of the Business Excellence Model Five enablers: Leadership People Policy and strategy Partnership and resources Processes Four results: People Customers Society Key performance indicators

42. Nine parts to Juran’s quality ‘route map’ Identify who are our customers Determine the specific needs of those customers Translate those needs into our language Develop products that respond to those needs Optimise product features to meet our needs too Develop processes able to produce the products Fine tune and optimise the process Improve the process under operating conditions Transfer the process to operations Source: Joseph Juran

43. ”The cost of quality is the expense of doing things wrong” Source: UK Department of Trade and Industry