Beruflich Dokumente
Kultur Dokumente
Goals of TQM
Satisfy the requirements and needs of customers. Prevent poor quality rather than correcting problems after fact. Develop an attitude of continuous improvement in operations. Understand the value of measuring performance in identifying opportunities and maintaining improvements. Identify and eliminate chronic sources of inefficiencies and costs.
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 3
Continuous Improvement:
Involves work on the process to reduce the variability of output and improve the reliability of the process.
ProductManagement
Suppliers
Inspect
W aste inp ut
Modern Method
ProcessManagement
Suppliers
input
Customers
Inspect
Waste
W ork Process
output
Information
People Processes
Information
Measurement Dimensions
If this is your focus... Customer then this who you need to please Customers
Goals and objectives defined by management , Employee satisfaction, Factors contributing to job satisfaction, Regulatory compliance, Factors impacting on society,
7
Employee
Community
Social services
Customer Focus
Process Improvement
Total Involvement
Customer Focus
Process Improvement
Total Involvement
Customer Focus -Leading Practices Define, identify, and segment key customer groups and markets, Understand customer needs and expectations (the voice of the customer), Understand linkages between the voice of the customer and design, production, and delivery, Build relationships through commitments, provide accessibility and information, set service standards, and follow-up on transactions, Develop and implement effective complaint management processes, Measure customer satisfaction for improvement,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 10
Identifying Customers
Key customer groups: Organization level:
Consumers, External customers, Employees, Society
Process level:
Internal customer units or groups,
Performer level:
Individual internal customers,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 11
Latent
Value-added characteristics and features that customer did not expect Level 2
Explicit
Options and trade-offs available for selection by customers
Level 1
Implicit Minimum
performance levels always assumed present
Base Expectations
13
Relationship matrix
Competitive evaluation
15
Full Understanding
Level 2
Networks Sales Data Analysis Customer Representatives
Level 1
Unsolicited Complaints
Low
Reactive
Ref- TQM, A.R. Tenner & I.J.DeToro
Proactive
Approach
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 19
Perceived Performance
21
Customer
Gap 5
Perceived Performance External Communication to Customers
Gap 1
Delivery Performance
Gap 3
Gap 4
Provider
Gap 2
Management Perceptions of Customer Expectations
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 22
Customer Focus
Process Improvement
Total Involvement
Process Management -Leading Practices Practice Translate customer requirements and internal capabilities into product and service design requirements early in the process, Ensure that quality is built into products and services and use appropriate tools during development, Manage product development process to enhance communication, reduce time, and ensure quality, Define, document, and manage important production/delivery and support processes,
25
Process Management -Leading Practices Practice Define performance requirements for suppliers and ensure that they are met, Control the quality and operational performance of key processes and use systematic methods to identify variations, determine root causes, and make corrections, Continuously improve processes to achieve better quality, cycle time, and overall operational performance, Innovate to achieve breakthrough performance using benchmarking and reengineering,
26
28
Developing & Understanding Markets Distributing & Delivering Installation & Services (Maintenance + Repair )
Legal Services
29
Planning and Documenting a Process - Flow DiagramsService visible to customer Repair authorized Service not visible to customer Parts available
Customer drops off car Mechanic makes diagnosis* Discuss needed work with customer* Check parts availability
Perform work
Order parts
Repair complete
30
Planning and Documenting a Process -Process ChartsProcess : Subject: Beginning : Ending: Emergency room admission Ankle injury patient Enter emergency room Leave hospital
Insert Step Append Step Remove Step
Step no. Time (min) Distance (ft )
Summary
Number of steps 5 9 2 3
Time (min) 23 11 8 8
Step description X X X X X X X X X X X X X X X X X X X Enter emergency room, approach patient window, Sit down and fill out patient history, Nurse escorts patient to ER triage room, Nurse inspects injury, Return to waiting room, Wait for available bed, Go to ER bed, Wait for doctor, Doctor inspects injury and questions patient, Nurse takes patient to radiology, Technician x-rays patient, Return to bed in ER, Wait for doctor to return, Doctor provides diagnosis and advice, Return to emergency entrance area, Check out, Walk to pharmacy, Pick up prescription, Leave the building,
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
0.50 10.0 0.75 3.00 0.75 1.00 1.00 4.00 5.00 2.00 3.00 2.00 3.00 2.00 1.00 4.00 2.00 4.00 1.00
31
Evaluating a Process -Diagnosis Are steps arranged in a logical sequence? Do all steps add value? Can some be eliminated or added? Can some be combined? Should some be reordered? Are capacities in balance? What skills, equipment, and tools are required at each step? At which points might errors occur and how can they be corrected? At which points should quality be measured? What procedures should employees follow where customer interaction occurs?
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 32
Controlling a Process
Process control consists in continually evaluating performance and taking corrective action when necessary, Components of control systems:
Standards and goals, Means of measuring accomplishments, Comparison of the results with the standard as a basis for corrective action,
Correctives Actions
Correctives Actions
Materials-related
Yes
Process-related
Acceptable Quality
Acceptable Quality No
Yes
Acceptable Quality No
Yes
No
Identify Causes
What was supposed to happen? What actually happened? Why is there a difference? What can we learn?
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 34
Process Improvement
Productivity improvement, Traditional Industrial Work simplification, Engineering Planned methods change, Kaizen, Stretch goals, Benchmarking, Reengineering,
35
Process Improvement
Input Supplier Output Input M anagem ent developm ent & Output Input C ustom er Outpu t
Analyze the Quality Proble m Causes Collec t Relevant e Dat a & Diagnos e for Causes
36
Solution Problem results Problem analysis Cause & effect Data collection & analysis
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V)
37
Checklists
20
15 10 5 0
D A B
Defect type 1 2 6 13 10 16 19 17 12 16 20 17 13 5 6 2 1
Histogram
Pareto Chart
38
Cumulative percentage
values
15 Number of defects
10
Parameter values
05
Bar Chart
Control Charts
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 39
Quality Problem Inaccurate temperature control Dust and Dirt Defective from vendor Not to specifications Poor process design Ineffective quality management Deficiencies in product design
Materialhandling problems
Environment
Materials
Process
Performance Measurement
Process
levels
Work
Performance
Parameters
Output
Requirements
Features, Values and Characteristics Desire d by Cusm oters
Capability
Features, Values and Characteristics Delivered by Process
Outcome
Customer Satisfaction
Degre e to whic h Product s or Services are Perceived to Meet Expectations
Suppliers
Wor k Groups
C ustomers
41
Ref- TQM, A.R. Tenner & I.J.DeToro
Process Measurement
Efficiency Efficienc Measures Process Cycle Time, Resources used per unit of output, Effectiveness Effectivenes Measures Product Appearance, Performance, Reliability, Timeliness, Usability, Serviceability, Durability, Cost, Responsiveness, Dependability, Wait and delay time per unit of output, Accuracy, Adaptability, Flexibility Flexibilit Measures Degree of empowerment,
Percentage of events in which customers expectations are exceeded, Degree of difficulty to respond to special requests, Degree of authority people have to continuously improve the process, Amount of time it takes to adjust the process to handle new requirements, Number of pre-planned process scenarios,
Value Added cost per unit of output, Ratio of value added to nonvalue added time, Cost of poor quality,
42
Breakthrough Improvement
Occasional change resulting from innovative and creative thinking, Benchmarking: The search of industry best practices that lead to superior performance,
Competitive benchmarking, Process benchmarking, Strategic benchmarking,
Breakthrough Improvement
Expected Impact Breakthrough Reengineering Occasional
44
Increamental
Ongoing
Continuous Improvement
Benchmarking
Customer Focus
Process Improvement
Total Involvement
Total Involvement
Human Resources,
Leadership, Empowerment, Employee Involvement, Teamwork and work systems,
Suppliers Quality,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 46
Leadership
The ability to positively influence people and systems to have a meaningful impact and achieve results, Leadership System:
Refers to how decisions are made, communicated, and carried out at all levels; mechanisms for leadership development, selfexamination, and improvement, Effectiveness of leadership system depends in part on its organizational structure,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 47
Leadership
Leading Practices
Create a customer-focused strategic vision and clear quality values, Create and sustain leadership system and environment for empowerment, innovation, and organizational learning, Set high expectations and demonstrate personal commitment and involvement in quality, Integrate quality values into daily leadership and management and communicate extensively, Integrate public responsibilities and community support into business practices,
48
Leadership Theories
Trait approach, Behavioral approach, Contingency approach, Role approach, Emerging theories:
Attributional theory, Transactional theory,
Managing
Plan Organize Direct Coordinate Control Getting Results
Leading
Vision Align Empower coach care Improving Systems
Transformational leadership theory, Substitutes for leadership theory, Emotional intelligence theory,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 49
Leadership
Vision
What we will look like in sucessful future state
Implement (Action)
Commitment
Allocate resources consistent with leadership framework
Style
Role model- how we will behave
Methodology How objectives will be acheived through strategy and plans Politicy Statement of principles that guide how all business activities are to function
Foundation (Direction)
Mission
The purpose or the reason for the existance of the business
Values
Define how we will behave by delineating shared beliefs
50
Old Thinking:
People are part of the process, Process requires external control, Managers have to control what people do,
New Thinking:
People design and improve processes, Workers who run the process control it, Managers must obtain commitment of workers,
51
Empowerment
Leading Practices
Promote cooperation and collaboration through teamwork, Empower individuals and teams to make decisions that affect quality and customer satisfaction, Make extensive investments in training and education, Maintain a work environment conducive to the well-being and growth of all employees, Monitor extent and effectiveness of HR practices and measure employee satisfaction,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 52
Empowerment
Empowerment in three Dimensions
Alignment - Capability - Alignment - Trust
Build Capability
Individuals - Ability - Skills - Knowledge System - Materials - Methods - Machines
Trust
53
Empowerment
Empowerment
Build Alignment
1. Teach your mission, vision, values, and objectives, 2. Build everyone's commitment to them,
Align men t
Bureaucracy
Paralysis
Chaos
Trust
Without alignment and trust the organization will suffer with paralisis, bureaucracy, or chaos.
54
Effectiveness,
Team and individual behavior, cost, quality, and productivity improvements, employee turnover; suggestions, training effectiveness,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 55
Suppliers Quality
Certified supplier one that, after extensive investigation, is found to supply material of such quality that routine testing on each lot received is unnecessary, Benefits of Effective Supplier Process Management:
Reduced costs and faster time to market, Increased access to technology, Reduced supplier risk and improved quality,
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 57
C u s to m e r F o c u s
P r o c e s s Im p r o v e m e n t
T o ta l In v o lv e m e n t
Strategy Gap?
Existing Capabilities
Capability Gap?
Desired Capabilities
Operations Strategy
Process Gap?
Business/Activity
Strategies
Programs
Projects
Organization
Budgets/Resources
60
Objective Quality
4 3 2 1
Top management Consensus Generalised Education and training Quality Management Policies Deployment From Problem Solving to Process Control
61
Strategic Planning
Guidelines Guidelin
62
Strategic Management
The Strategic Management is a long-term, future oriented process of assessment, goal setting, and decision-making that maps an explicit path between the present and a vision of the future. This process relies on careful consideration of an organizations capabilities and the environment. This process leads also to priority-based resource allocation for achieving the organizations mission.
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 63
Strategic Management
Vision A vision is an inspiring picture of a preferred future, not bound by time. It represents global and continuing purposes. It serves as a foundation for strategic planning. A vision would depict an ideal future for the organization and the contributions that it can make to that end.
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 64
Strategic Management
Goals The general ends toward which the organization directs its efforts. They address the primary issues facing the organization within broad grouping of interrelated concerns. They are founded on the vision and may involve coordination among several department with similar functions.
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 65
Strategic Management
Mission The reason for an organizations existence. it succinctly identifies what the organization does, why, and for whom it does it. A mission reminds everyone in the organization, and also outside, of the unique purposes promoted and served by the organization.
66
Strategic Management
Objectives Objectives are clear targets for specific action. They are more detailed than goals, they have shorter time frames, and may state a quantity. They are achievable, measurable, and they set the direction for strategies. A single goal may be subdivided into multiple objectives.
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 67
Strategic Management
Strategy Strategies are the methods to achieve goals and objectives. The means of transforming inputs into outputs, and ultimately outcomes, with the best use of resources.
68
Performance Measures
Indicators of the work performed and the results achieved. Can divided into: Output measures Outcomes measures Input measures Efficiency measures
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 69
Output Measures
Outputs are the goods and services produced by an organization. Output measures are the tools, or indicators, to count the services and goods produced by an organization. The number of people receiving a service, or unit produced, or the number of services and customer delivered are often used as measures of output.
70
Development Guides
Is the output reliably measurable? Is the output measure directly related to the organization's strategies? Does the output measure show the quantity of work performed? Can the measure be stated in unit cost terms? Is the output measure clear?
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 71
Outcome Measures
Outcomes are the quantified results, or impacts, of organization action. Outcome measures are tools, or indicators, to assess the actual impact of an organizations action. A means for quantified comparison between the actual results and the intended result.
72
Development Guides
Is the outcome measure directly related to the organizations goals. Is the outcome reliably measurable? Does the outcome measure show what change (difference) the organizations action will have on the target group or problem? Can the organization gather data for the outcome measure without incurring excessive costs or undertaking cumbersome procedures? Is the outcome measure clear?
E.H. Aghezzaf- Vakgroep Technische Bedrijfsvoering (TW18V) 73
Input Measures
The resources that an organization uses to produce products and services, including human, financial, facility, or material resources.
Number of s expended Kilograms of material used
Efficiency Measures
Indicators that measure the cost, unit cost or productivity associated with a given outcome or output.
Average cost per client served Average cost per inspection Average time to process an order
76