Three Day Intensive Seminar

This three day seminar provides a comprehensive study of the elements of Dr. Edwards Deming's appraoch to Total Quality (TQ). This is a management led process that actively involves every employee in satisfying customer needs (internal and external) by continuously improving all aspects of work activity through structured control, improvement, and planning methods. It requires a transformation of the roles or Management and of employees empowering them to continuosly improve their work processes.

At the center of the TQ process is the establishment of a method that can be used as a guideline for continuous improvement activity. This method is called the Deming Cycle or the Universal Sequence for Breakthrough. It involves targeting the process to be improved, analyzing process variables, developing and verifying improvement theories and acting to implement the changes. In this seminar, each step in the cycle will be thoroughly examined. The participants will learn how to apply this method in any situation and will have an opportunity to test these skills in a case study.

In this process, employees at every level must use basic problem prevention and problem solving tools routinely. In this seminar, we will examine the basic tools such as Flow Charting, Brainstorming, Matrix Decision Analysis, Check-lists, Check-sheets, Pareto Charts, Bar, Line and Pie Charts, Structure Tree Analysis, Cause & Effect Analysis, CEDAC Diagrams, . Force Field Analysis, Basic Statistical Process Control Charts as well as the 7 Management (Hoshin) Planning tools. Participants will have an opportunity to actually use the tools in several break out sessions to solve problems and to study the issues related to implementing TQ.

Removal of barriers is a critical element of TQ. These barriers prevent people from working together to achieve ever improving levels of customer satisfaction and efficiency. Not only must everyone learn to do right things right but they must also unlearn the wrong things. In this seminar, the participants will examine the barriers that have been identified by Dr. Deming and others. Through revealing videotapes and exercises, participants will discover what it is in their organizations that seems to frustrate every attempt to improve. A strategy for systematic removal of these barriers will be developed.

Management's role in this is to provide an environment, the methodology, the structure and the drive to ensure that continuous improvement becomes a way of life. This requires an interlocking structure Process Improvement Teams as well as champions or facilitators. In this seminar, we will examine this structure and the role of every group and member in detail. Participants will develop a blueprint for starting the process in their organization.

Seminar Outline: (3 days)

TOTAL QUALITY: learning from the past, The New Economic Age (video), Quality & Productivity, Outmoded Concepts, A Strategy for Excellence, Continuous Improvement, Human Resources, Constancy of Purpose

QUALITY COSTS: measuring the Iceberg, Traditional Wisdom, Crosby's Concepts, Motivating Management, Estimating Hidden Costs & Invisible Figures, A System that measures improvements and gets results.

A STRATEGY FOR CONTINUOUS IMPROVEMENT: Deming, Juran, Crosby, Ishikawa, Taguchi & others, Guiding principles, Deming's 14 points, Structures, Environment, Methodology, Focusing on the Customer, Customer Feedback vs Process Feedback - the Gap, Variability and the Loss Function

ORGANIZATIONAL DYNAMICS: Self Analysis, Measuring dynamics, Teambuilding, The Stages of Team Formation, Leadership Issues, Building Consensus, Diffusing Conflict

REMOVING BARRIERS: roadblocks to be dismantled, Deming's 5 Deadly Diseases, Micromanagement, Fear, Use of Visible Figures, Mobility, Interdepartmental Barriers, Work Standards & Management by Objectives

CONTINUOUS IMPROVEMENT CYCLE: The Deming cycle, The Universal Sequence, The problem solving steps. Developing a process that people will work

TARGETING THE PROCESS: Operational Definitions, Process Improvement Forms, Brainstorming, Matrix Analysis, Defining "The Gap"

COLLECTING DATA & ANALYSIS: Flowcharting Techniques, Identifying Critical Variables, Developing a Data Collection Plan, Checklists & Checksheets, Graphical Techniques, When to use Line, Bar, Pie Charts, Scatter Diagrams, Pareto Principle, Statistical Analysis, How SPC fits in.

THEORIZING: TOOLS FOR IMPROVEMENT: Structure Tree, Cause & Effect Diagram, CEDAC Diagram, Harnessing Hunches, Using CEDAC cards

VARIATION AND STATISTICAL PROCESS CONTROL: Principles of SPC, X bar R charts, X moving R, Moving X bar Moving R, X bar S, np, p, c, and u charts. When to use which chart, developing a control plan.

HOSHIN PLANNING & THE 7 MANAGEMENT TOOLS: Hoshin Planning principles, Management by Planning, The Affinity Diagram, Tree Diagram, Prioritization Matrices, Matrix Diagram, Process Decision Program Chart, Activity Network Diagram, Using the tools in breakout sessions.

THE TOTAL QUALITY STRUCTURE : Quality Management Policy Board (QMPB), Quality Management Boards (QMB), Process Improvement Teams (PIT's), TQ Advisors, roles and structure, Key mechanisms for coordinating projects. Leadership, Coordination, Rewards & Recognition,

CASE STUDIES AND IMPLEMENTATION: Implementation Issues, Case studies, Elements of Success, A Blueprint for Implementation, Developing your implementation plan.

Seminar Materials:

All participants receive a copy of Qualitran's Total Quality Management manual as well as a copy of The SPC BOOK, by L. Galicinski and The Deming Route to Quality & Productivity by W. Scherkenbach .