Comparisons of Quality Management Systems

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1 CQI Learning Lunch Comparisons of Quality Management Systems Host - Dennis Sergent October 20th, :30 AM to 2:00 PM University Club of Michigan State 3435 Forest Road, Lansing, MI

2 Sponsoring Organiza-ons Dennis Sergent Page 2 05/

3 Today s Process A Short Review Baldrige Award Standards Deming s 14 Points & PDSA Lean Principles ISO Six Sigma Table Discussions SIcky Notes to Define What adds value to you and your organizaion? What are the shortcomings in each? What are the differences which influence your thinking? Dennis Sergent Page 3 05/

4 Baldrige Award - Standards Seven (7) Criteria Built On: Core Values & Concepts Embedded in SystemaIc Processes 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Workforce 5. Measurement, Analysis, and Knowledge Management 6. Process Management Yielding Performance Results 7. Focused On Outcomes Very Consistent w/deming See Prototype & Example From Alamo Community College

5 Deming s 14 Points For Management Key to understanding 14 Points is variation. The more special cause variation - the more waste, Deming s 14 points paraphrased here: 1. Create constancy of purpose towards improvement. Replace short-term reaction with long-term planning. 2. Adopt the new philosophy. Management should walk the talk. 3. Cease dependence on inspection. Managed variation eliminates need to inspect for defects. 4. Move towards a single supplier for any one item. Multiple suppliers mean variation between feedstocks. 5. Improve constantly and forever. Constantly strive to understand and manage variation. 6. Institute training on the job. Adequately trained staff will all work the same way, and reduce variation. 7. Institute leadership. Mere supervision is quota - and target-based 8. Drive out fear. Long term, it prevents workers from acting in the organization's best interests. 9. Break down barriers between departments. Use the 'internal customer', that each department serves other departments that use its output. 10. Eliminate slogans. It's not people who make most mistakes - it's the process they are working within. 11. Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods. 12. Remove barriers to pride of workmanship. Many of the other problems outlined reduce worker satisfaction. 13. Institute education and self-improvement. Harassing the workforce without improving the processes they use is counter-productive. 14. The transformation is everyone's job. You do not have to do this. Survival is not compulsory.

6 P- D- C- A - Proceed With Control We PLAN what we want to accomplish over a period of Ime and what we will do to get there. We DO something that furthers the strategies and goals developed in our plan. Ian Bradbury s presentaion on Design and Control of Quality has expanded our views of the PDCA learning cycle. AcIon Take appropriate acion to adopt the change, sustain it, abandon it or correct, prevent Issues and begin again. Determine goals and targets Determine methods of reaching goals Plan Check the effects of what we have implemented Engage in educaion and training Check (Study) Implement work Do We CHECK (Study) the results of our acions to make sure we achieve what we plan. We ACT by developing procedures to ensure our plans coninue to be successful and by changing what is needed to achieve the iniial goals.

7 Deming s System of Profound Knowledge The aim... is to provide an outside view - a lens... provides a map of theory by which to understand the organizaions that we work in Components of The Whole Theory of Knowledge Knowledge is built on theory AppreciaIon for a System A system is a network of interdependent components that work together to accomplish the aim of the system Knowledge About VariaIon There will always be variaion.. Psychology Individuals Groups Society Change One need not be eminent in any part of profound knowledge in order to understand and to apply it The various segments of the system... Cannot be separated. They interact with each other. For example knowledge about psychology is incomplete without knowledge of variaion. Appreciation For a System Theory of Knowledge Psychology Knowledge About Variation AIM

8 ISO Systems Large Family of InternaIonal Standards Quality Management Systems / Principles Customer Focus Leadership Involvement of People Process Approach Systems Approach to Management ConInual Improvement Fact Based Decision Making Mutually Beneficial Supplier RelaIonships Similar CharacterisIcs, but Different Approach to Quality Dennis Sergent Page 8 05/

9 ISO Systems Similar CharacterisIcs, but Different Approach Dennis Sergent Page 9 05/

10 Lean - 10 Rules 1. Eliminate waste 2. Minimize inventory 3. Maximize flow 4. Pull producion from customer demand 5. Meet customer requirements 6. Do it right the first Ime 7. Empower workers 8. Design for rapid changeover 9. Partner with suppliers 10.Create a culture of coninuous improvement Value Value Stream Flow Pull Perfection

11 5 Principles of Lean ConInuous Improvement Directly observe work as aciviies, connecions, & flows Eliminate waste systemically and systemaically Establish high agreement of what & how Solve problems systemically and systemaically Create a learning organizaion Value Value Stream Flow Pull Perfection

12 Six Sigma - 10 Rules 1. View performance from the posiion of the customer 2. Understand the process 3. Make decisions based on data and analysis 4. Focus on the most important issues 5. Use staisical models 6. Pay akenion to variaion 7. Use standard methodologies 8. Select projects for financial impact 9. Establish project governance structure 10. Enlist senior management support Define Measure Analyze Improve Control Repeat!

13 Six Sigma DMAIC Process Dennis Sergent Page 13 05/

14 Let s collect our lunch! Lunch! Room will be secure Staff will take your drink orders While you dine, discuss this Make sure everyone is heard from Be prepared to share your answers to the following questions! 10/6/11 Sergent Results Group Dennis Sergent Page 14 05/

15 TABLE DISCUSSIONS AT EACH TABLE DISCUSS: WHAT ARE OUR NEXT ACTION STEPS? What did I learn here? What do we need to discuss next? Who else should be here? What will we do with this learning? When do we meet again? FACILITATORSKED 10/6/11 Sergent Results Group Dennis Sergent Page 15 05/

16 Future Agenda Future Discussions = 3 Weeks + 1 Weekday November 21st, 2011 = How to Plan the Perfect Meeting December 8th, 2011 = Six Sigma - Plans and Pitfalls January 6th, 2012 = Continuous Improvement Paradigms & Principles January 30th, 2012 = Accelerated Learning and Quality What Are Your Ideas? 10/6/11 Sergent Results Group Dennis Sergent Page 16 05/

17 Other Subject & Speaker Suggestions Benchmarking Brainstorming Civility - Lack of it Costs up to $300 Billion Annually (Pattie McNeil) Design & Control of Quality (Ian Bradbury of Peaker Services, Inc.) Effective Measurement for Training & Development Initiatives Gipsie Ranney Having Difficult Conversations - Principles and Tools Influence (Influencing Your Leader and Your Team) Lean Project: Eliminating the Waste In Performance Reviews (R. Steele of Peaker Services) Mentoring & Partnership Between Generations (Baby Boomer, GenX, GenY, Transition to Future) Quality Assurance Through Proofing What Are Your Ideas? 10/6/11 Sergent Results Group Dennis Sergent Page 17 05/

18 CQI LEARNING LUNCH Comparisons of Quality Management Systems

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