TotalQualityManagementQO-1DemingChainReactionDecreaseCostsImproveProductivityImproveQualityDecreasePricesStayInBusinessProvideMoreJobsIncreaseMarketReturnOnInvestmentQO-2TheServiceProfitChainExternalServiceQualityEmployeeSatisfactionCustomerSatisfactionInternalServiceQualityProfitEmployeeRetentionSource:SchlesingerandHeskettQO-3BenefitsofQuality◆ImproveQuality.◆ImprovesEmployeeMorale.◆ReducesExpenses.◆ImprovesProductivity.◆ImprovesProcesses.◆CapturesGreaterMarketShare.QO-4Is99.9%GoodEnough?◆20,000wrongdrugprescriptions/year◆15,000newbornbabiesaccidentallydroppedinhospitals/year◆2short/longlandingsatairportseachday◆500incorrectsurgicaloperations/week◆2,000lostpiecesofmail/hourQO-5TQMTraining:Objectives◆ExplainthebackgroundofQuality.◆DefineQuality,itsstrategiesandconcepts.◆ExplaintheTotalQualityFramework.◆Describeleadership'srolesandresponsibilitiesinimplementingquality◆DiscusstheroleofperformancemeasuresinimplementingqualityQO-6QualityTrainingSchedule◆Module1-QualityOverview◆Module2-TeamBuilding◆Module3-UnderstandCustomerWants◆Module4-EvaluateProcesses◆Module5-ImproveProcesses◆Module6-MeasureResultsSettingtheStageProcessManagement,ContinuousImprovement,andToolsQO-7TrainingPhilosophyTellme,andIwillforget.Showme,andImayremember?Involveme,andIwillunderstand.Encouragemetoshare,andIwillretain.QO-8ProcessOutputWorksheetQualityOverview:Objectives◆DescribethebenefitsofimplementingTQM.◆DefineTQM,itsstrategiesandconcepts.◆ExplaintheArthurAndersenQualityFramework.◆DifferentiateTQMfromcurrentparadigm.QO-9QualityHistory1920195019801987FordMotorCompanyWalterShewhartW.EdwardsDemingMalcolmBaldrigeQualityInJapan1918QualityBeginnings1940QualityPrinciplesQualityInU.S.YOU199XQualityGurus-Deming-Juran-IshikawaQO-10KeyHistoricalFigures◆WalterShewhart◆JosephM.Juran◆KaoruIshikawa◆W.EdwardDemingQO-11W.EdwardsDemingQO-12(INSERTCLIENTNAME)QO-13DefinitionofQualityQualityisdefinedasunderstanding,accepting,andexceedingtheexpectationsandwantsofyourcustomerscontinuously.QO-14TotalQualityManagement(TQM)◆Focusingoncustomers◆Managingbydata◆Energizingpeople◆ImprovingprocessesAmanagementphilosophy-awayofmanagingwhichischaracterizedby:...continuouslyQO-15QualityConcepts◆Process◆94/6Rule◆Product◆Customer◆Supplier◆CostofQualityQO-16ProcessProductAseriesofactivitieslinkedtogetherwhichconsumesresourcesandresultsinaProduct.123QO-1794/6RulePROCESSESRightWrongWrongRightPEOPLEQO-18Product◆Goods–physicalitems◆Information–reports,plans,instructionsandadvice◆Services–workperformedforsomeoneelseAproductistheoutputofaprocess.Theseoutputsare:QO-19CustomerAnyonewhoisimpactedbytheproductorprocess.◆ExternalCustomer–anyoneoutsidethecompany,includingproductbuyersandthegeneral.◆InternalCustomer–anyoneinsidethecompanywhoreceivesaproductfromanotherpersoninsidethecompanyoranexternalsupplier.QO-20ProcessOutputWorksheetSupplierAnyoneinsideoroutsidethecompanywhoprovidesaproducttointernalorexternalcustomers.QO-21CostofQuality◆Prevention◆Detection◆InternalFailure◆ExternalFailureAllCostsassociatedwithActivitiesthateitherspecificallypreventdefectsinproductsorresultfromdefectsinproducts.QO-22ProcessOutputWorksheetSampleCostofQualityPercentofTotalCostofQualityPreventionDirectionInternalExternalProcessFlow12%10%31%47%QO-23RememberMeRememberMeQO-24SummarySupplierInputProductOutputProductP...
