All the Q on Description:
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Welcome
"Take a method and try it.
If it fails, admit it frankly, and try another.
But by all means, try something.“ -Franklin D. Roosevelt
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IS 628 Total Quality Management
Welcome
Hey Prof, I completed a major graduate internship at Montefiore Medical Center 3
weeks ago and just received a full time offer as a supervisor at the CMO
division at Montefiore. During my internship I did a lot of performance
improvement work as well as Excel analysis. I must say your class really
helped out because I was able to apply methodologies as well as
systematic tools/flow maps to help my department be more efficient to
improve patient experience.
… 2011-2012 MBA IS628 Student
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Grades
A “Calculation” (for a society that insists on the chaotic measurement of the unknowable)
Class Participation 40% Midterm 15% Final 15% Homework 15% Project 15%
100%
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What do I want from you?
Get it… and Live it Knowing about something vs Knowing it Move from education to application Information to Transformation
Who are you…
Newbies… Introduce yourself
• Name
• Where are you coming from before class?
• Work Experience
• Hobby or Interest
• What do you want from your education?
• Expectations that the MBA will provide to you
• What specifically do you want from me?
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DRAFT
Schedule
12
Classes
You only have me
for 36 hours.
Use me to get what
you need.
Iona IS628 TQM Winter Trimester 2015-2016 Date Class Location Subject / Guest Speaker / Comments
11/18/15 1 Iona Getting to Know Each Other
Chapter 1. Differing Perspectives on Quality
11/25/15 No Class
12/2/15 2 Iona
Chapter 2. Quality Theory
Chapter 3. Global Quality & Int'l Quality Standards
Chapter 4. Strategic Quality Planning
12/9/15 3 Iona
Chapter 5. The Voice of the Customer
Chapter 6. The Voice of the Market
Chapter 7. Quality & Innovation in Process Design
12/16/15 4 Iona Joel Seligman, CEO of Northern Westchester Hospital
12/23/15 No Class
12/30/15 No Class
1/6/16 5 NWH Maria Hale, VP Patient & Family Advocacy
1/13/16 6 NWH Kate O’keefe, VP Quality Management
1/20/16 7 Iona Chapter 8. Designing Quality Services
Chapter 10. The Tools of Quality
1/27/16 8 Iona Chapter 12. Statistically Quality Improvement for Attributes
Chapter 13. Six-Sigma Management and Lean Tools
2/3/16 9 Iona Chapter 14. Managing Teams and Projects
Chapter 15. Implementing and Validating
2/10/16 10 Iona Presentations (2 groups)
2/17/16 11 Iona Presentations (2 groups)
2/24/16 12 Iona Wrap-up & Final
Project
Board of Trustees Presentations During the
Last 2 Classes
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The Board’s
Overall Strategic Initiatives
To be the leader in patient centered care
Top 10% in nationally accepted clinical and service quality indicators
Employer of choice
Reduce the cost of care by 20% over 5 years
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The Board has Strategic Priorities
Surgical Services
1st cases starting on time
Minimize turnover time between cases
Emergency Department Process Workflow Redesign
Inpatient Medical Surgical Unit Process Workflow Redesign
Factual Decision Making – Leveraging information systems to provide vital data
What is Quality? Chapter 1 Review
• There are different perspectives on quality.
• Quality is defined differently for products vs services
• We must define quality before talking about it.
• Quality control, quality assurance and quality management focus on different aspects of quality
• Quality improvement requires a complex mix of factors
`
What is Quality for Products? Product Quality Dimensions – Discuss from our perspectives
• Performance
• Features
• Reliability
• Conformance
• Durability
• Serviceability
• Aesthetics
• Perceived Quality
©
(© 2007 Pearson Education
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall.
What is Quality for Services Service Quality Dimensions – Discuss from our perspectives
• Tangibles
• Service Reliability
• Responsiveness
• Assurance
• Empathy
Lets Get This Party Started…
…The Party Don’t Start to You Walk In!
Chapter 2
Quality Theory
Quality Theory Leading Contributors to Theory
W. Edward Deming
Deming, an American scholar whose management and motivation theories were more popular outside the United States, went on to help lay the foundation of Japanese organizational development during their expansion in the world economy in the 1980s. Deming's theories are summarized in his two books, Out of the Crisis and The New Economics, in which he spells out his "System of Profound Knowledge".
Quality Theory Deming’s 14 Points for Management
1. Create a consistency of purpose toward improvement of product and service with the aim to become competitive, stay in business and provide jobs
As a leader, you need to state the same consistent purpose over & over & over & over.
Quality Theory Deming’s 14 Points for Management
2. Adopt a new philosophy:
We are in a new economic age
The customer is in charge
Zero defects
Feature rich
Inexpensive
3. Cease dependence on mass inspections to improve quality
Engineer quality into product/service design.
“Quality at the Source” – each worker is responsible.
If you have to inspect masses, then your process is not well designed or implemented.
Quality Theory Deming’s 14 Points for Management
4. End the practice of awarding business on the basis of price tag alone.
Build relationships with vendors for the long term
Align incentives
Quality Theory Deming’s 14 Points for Management
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost
Create a culture where everyone is always looking for ways to improve the product or service.
Provide resources to the workers
Quality Theory Deming’s 14 Points for Management
6. Institute training on the job.
Effective training, reinforce, monitor, retrain… continuous.
Quality Theory Deming’s 14 Points for Management
7. Improve leadership
Make quality THE priority
Provide resources necessary
Help people and machines do a better job.
Quality Theory Deming’s 14 Points for Management
8. Drive out fear so that everyone
may work effectively for the
company
Fear of…
Change
Being labeled as a BMW
Losing your job due to increased productivity
Quality Theory Deming’s 14 Points for Mgmt
9. Break down barriers between departments
Process focus vs departmental focus
Customers hate departments
Quality Theory Deming’s 14 Points for Management
Food Hskpg Floor
RN’s MD’s Labs Consult X-Ray
Transport
HIS
Patient Care Spans All Departments
Process Redesign Crosses Functions & Departments
10. Eliminate slogans, exhortations and targets for the workforce that ask for zero defects and new levels of productivity
Cut the BS
Implement the fundamentals so workers can do their job
Quality Theory Deming’s 14 Points for Management
11. Eliminate work standards on the factory floor
Work Standards may result in unintended consequences.
Production quotas
Goals set without the systems to achieve them
Quality Theory Deming’s 14 Points for Management
12. Remove barriers that rob workers of their right to pride in the quality of their work
Remove the “hourly employee” phenomenon
Just putting in my time
Quality Theory Deming’s 14 Points for Management
13. Institute a vigorous program of education and self improvement
Point 6 – on the job training – is specific
Point 13 – generalized education… learning. Puts things in context (like this course).
Quality Theory Deming’s 14 Points for Management
14. Put everybody in the company to work to accomplish the transformation
Acknowledge that quality is everybody’s priority
Quality Theory Deming’s 14 Points for Management
Quality Theory Leading Contributors to Theory
The Juran Trilogy • Quality Planning
• Provide the operating forces with the means of producing products that meet the customers needs
• Quality Control
• Control vs. Breakthrough
• Reengineering vs CQI – Both are required
• Quality Improvement
• Project by project improvement
Quality Theory Leading Contributors to Theory
Juran
Pareto’s Law (80/20 rule)
The majority of quality problems are the result of relatively few causes.
Quality Theory Leading Contributors to Theory
Ishikawa
• Training
• Continuous Improvement
• Statistical quality control
Quality Theory Leading Contributors to Theory
The Rest of the Pack that Shape Current Quality Theory
• Feigenbaum - Managers are quality facilitators, not cops
• Crosby – Zero Defects
• Camp
• Peters
• Hammer & Champy
• Covey
• Nehemiah – Has Human Behavior ever evolved?
Quality Theory Quality Theory from a Contingency Perspective
There is a mass of potentially “contradictory” information…
…it is best to focus on fundamentals:
• What are our strengths?
• What are our competencies?
• In what areas do we need to improve?
• What are our competitors doing to improve?
• What is our organizational structure?
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Quality Theory Quality Theory from a Contingency Perspective
Core Fundamental Variables
• Leadership
• Information Analysis
• Strategic Planning
• Employee Improvement
• Quality Assurance
• Customer role in Quality
• Quality Department
• Environment / Infrastructure
• Philosophy Driven
• Quality Breakthrough
• Project/team-based
improvement
Theme…
Mediocre or poor performance of a system is most often the result of…
…poor management.
Hmmmmmmmm
What is your role as umbra-manager?
What will you do differently tomorrow?
Homework • Deming believed poor quality was not the fault of the
workers, but resulted from management. Do you agree? Explain why or why not. (~1-2 pages)
• Select 2 of Deming’s 14 points, describe how the points could have improved quality in a business or volunteer organization you have been involved with. (~1 page each)
• Discuss some of the ways leaders resolve conflict in organizations. Which of these ways have you found to be most effective? Why?
• Why do companies that focus on their customers often develop a set of ethics that includes valuing employees? Please make your answer as substantive as possible.
Chapter 3
Global Supply Chain
Quality and
International Quality
Standards
• Managing Quality for the Multinational Firm
• Quality Improvement: The American Way
• Quality Improvement: The Japanese Way
• Quality Improvement: The European Way
• Quality Improvement: The Chinese Way
• ISO 9000:2000
Global Supply Chain Quality and
International Quality Standards Chapter 3
Globalization The Physical Environment
The Task Environment
The Social Environment
Global Supply Chain Quality and
International Quality Standards Managing Quality for the Multinational Firm
The Malcolm Baldridge National Quality Award
Seven Categories 1. Leadership
2. Strategic Planning
3. Customer and Market Focus
4. Measurement, Analysis and Knowledge Management
5. Human Resource Focus
6. Process Management
7. Business Results
Quality Improvement: The American Way
Malcolm Baldridge National Quality Award
Deming Categories
Global Supply Chain Quality and International Quality
Standards The Japanese Way -- The Deming Prize
• Policy
• Organization and operations
• Collecting useful Information
• Analysis
• Planning for the Future
• Education and training
• Quality assurance
• Quality effects
• Standardization
• Control
Anything that does not add value
for the customer should be eliminated.
Global Supply Chain Quality and
International Quality Standards The Japanese Way -- Shingo’s seven wastes
1. Waste of overproduction
2. Waste of waiting
3. Waste of transportation
4. Waste of processing itself
5. Waste of stocks
6. Waste of motion
7. Waste of making defective products
Application:
The boss says, we need to cut costs.
Here is your answer of how.
Global Supply Chain Quality and
International Quality Standards The Japanese Way -- The Five S’s
1. Seiri: Organizing by getting rid of the unnecessary
2. Seiton: Neatness that is achieved by straightening offices
and work areas
3. Seiso: Cleaning Plant and Equipment
4. Seiketsu: Standardized locations for tools and equipment
5. Shetsuke: Discipline in maintaining the four prior S’s
Global Supply Chain Quality and
International Quality Standards The Worldwide Way ISO 9000:2008
Five Clauses: 1. Quality Management Systems
2. Management System
3. Resource Management
4. Product Realization
5. Measurement Analysis and Improvement
Global Supply Chain Quality and
International Quality Standards The Worldwide Way IS0 9000:2008
Eight Principles:
1. Customer focus
2. Leadership
3. Involvement of people
4. The Process approach
5. A systems approach to management
6. Continual Improvement
7. Factual Approach to Decision Making
8. Mutually beneficial supplier relationship
Global Supply Chain Quality and
International Quality Standards The Worldwide Way IS0 9000:2008
Global Supply Chain Quality and
International Quality Standards Chapter Summary
Quality Models
Baldridge
Deming
European Quality Award
ISO 9000
Get it?
Create a culture of… Increasing Value added
Eliminating Non-Value added (waste)
Ongoing at every moment, not just as a project
What do you think about awards?
When you are the CEO… Will you organize your organization to get an award?
or
Will you organize your organization to be a quality (safe) organization, and apply for an award?
What values do the awards offer us (managers)?
Chapter 4
Strategic Quality Planning
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Vision
Desired Future
Today
Cu rre n t
Re a li t y
We (YOU) need to create a
compelling vision to
change people’s behavior
Adapted from “The Systems Thinker”
Strategic Quality Planning Chapter 4
• Strategy and quality
improvement
• Content
• The importance of time in
Leadership for quality
• Quality and ethics
• Quality as a strategy
• Quality strategy process
• Deploying quality
• Does quality lead to
better business results?
• Supply chain strategy
Strategic Quality Planning Strategy Content
Quality improvement involves identifying
potential areas for improvement and planning
the implementation of projects and
improvements
Strategic Quality Planning The importance of time in quality improvement
When goals are set, one of three things will occur: 1. People will achieve the goals and incur positive results
2. People will distort the data
3. People will distort the system
Problems with measuring Educational Performance - Change answers
- Coaching during exams
- Handing out tests in advance
- Not counting weaker/ prevent from taking test
Strategic Quality Planning Leadership for quality
Leadership is the process by which a leader
influences a group to move towards the
attainment of superordinate goals (goals that
get people from opposing sides to come
together and work toward a common end
result).
Strategic Quality Planning Leadership for quality
For followers to have power, leadership
must share power.
As a result leadership is about the sharing of
power.
Strategic Quality Planning Leadership for quality
This power takes many forms: • The power of expertise
• Reward power
• Coercive power
• Referent power
• Legitimate power
Strategic Quality Planning Quality and Ethics
Quality appears to be good business
Quality is also good ethics
“We build good ships. At a profit if we can, at
a loss if we must. But, we build good ships”
Strategic Quality Planning Quality as a strategy
Cost of Quality
PAF Paradigm • Prevention Costs (training, planning)
• Appraisal Costs (testing equipment & time)
• Failure Costs (internal & external)
Prevention Costs
Failure Costs (Internal & External)
Strategic Quality Planning Quality as a strategy
Product/Service Differentiation through • Cost – Low cost provider
• Focus – Market segment
• Quality – Quality as a core competency
Mature Strategic
Planning Process
Hoshin Kanri Policy Deployment
Catchball
(Policy Deployment) Interactive nature of teams
reporting up and feedback from
management.
Company develops a
3 - 5 year plan
Senior Executives develop the
current year’s objectives.
Strategic Quality Planning Does Quality Lead to Better Business Results?
Quality and
• Price
• Cost
• Productivity
• Profitability
• Environment
Quality as a Strategy • Reviewed strategic planning frameworks to help us
achieve results
• Align vision, mission, values, strategy and operations
• Have you ever experienced mis-alignment? What happened?
• What will you do differently?
Homework • Deming believed poor quality was not the fault of the
workers, but resulted from management. Do you agree? Explain why or why not. (~1-2 pages)
• Select 2 of Deming’s 14 points, describe how the points could have improved quality in a business or volunteer organization you have been involved with. (~1 page each)
• Discuss some of the ways leaders resolve conflict in organizations. Which of these ways have you found to be most effective? Why?
• Why do companies that focus on their customers often develop a set of ethics that includes valuing employees? Please make your answer as substantive as possible.
Go Forth…
People are the engine of
creativity and innovation
That’s YOU
