kaizen, total quality management, six sigma, iso9000… how do different qa models compare? clare...
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Kaizen, Total Quality Kaizen, Total Quality Management, Six Sigma, Management, Six Sigma,
ISO9000… how do different ISO9000… how do different QA models compare?QA models compare?
Clare WhittleClare Whittle
What is Quality?What is Quality?
What is Quality?What is Quality?
Customer SatisfactionCustomer Satisfaction A perceptual, conditional & somewhat A perceptual, conditional & somewhat
subjective attribute & may be understood subjective attribute & may be understood differently by different people. ...differently by different people. ...
Just a feeling…Just a feeling… ReputationReputation ““Fitness for Purpose”Fitness for Purpose”
Why is Quality Important?Why is Quality Important?
Manufacturing:Manufacturing:
Increased salesIncreased sales Increased number of Increased number of
customerscustomers More satisfied customersMore satisfied customers Improved reputationImproved reputation
E.g. pre-TQM to post-E.g. pre-TQM to post-TQM JapanTQM Japan
Why is Quality Important?Why is Quality Important?
Medical Education:Medical Education:
Increases patient safetyIncreases patient safety
Maximise benefit of trainingMaximise benefit of training
Decreases likelihood of need to extend Decreases likelihood of need to extend trainingtraining
Training tomorrow’s doctors today: Training tomorrow’s doctors today: • ““Could save a life…”Could save a life…”
Can Quality Models be Useful?Can Quality Models be Useful?
““The real problem comes The real problem comes about because the about because the perception exists that perception exists that office work, or functions office work, or functions like marketing and like marketing and employee relations, can’t employee relations, can’t be accomplished to be accomplished to procedures and procedures and specifications. Therefore, specifications. Therefore, they have the privilege to they have the privilege to be sloppy if they want to be sloppy if they want to be” (Crosby, 1984).be” (Crosby, 1984).
Total Quality ManagementTotal Quality Management
MethodologyMethodology Fix the process rather than the product, Fix the process rather than the product, Take on board the suggestions of those that are experts Take on board the suggestions of those that are experts
in their particular areain their particular area Focuses on executive leadershipFocuses on executive leadership
Total Quality ManagementTotal Quality Management
Decrease failure rate from 5% to 0.2%Decrease failure rate from 5% to 0.2% Cultural Differences: Japanese embody Cultural Differences: Japanese embody
the influence and guidance of leadership the influence and guidance of leadership neededneeded
ISO 9000ISO 9000 Standard (customer Standard (customer
requirement)requirement) Create quality mission Create quality mission
statement and quality statement and quality manualmanual
Standard Operating Standard Operating Procedures (SOP): Procedures (SOP): Describe how work is to Describe how work is to be done be done
Standardisation can Standardisation can reduce the cost of reduce the cost of qualityquality
ISO 9000ISO 9000
RudimentaryRudimentary Cultural Differences- Puts more resources into Cultural Differences- Puts more resources into
independent checking and less into training.independent checking and less into training.
KaizenKaizen
Genuine desire by all Genuine desire by all to improveto improve
Small incremental Small incremental changes made by changes made by workers, but guided by workers, but guided by managers.managers.
Requires the Requires the intelligence and intelligence and attention of every attention of every workerworker
KaizenKaizen
Suggestion Suggestion systems: systems: 127 suggestions per 127 suggestions per
worker, totalling worker, totalling over 200,000 over 200,000 suggestions with suggestions with 99% of these being 99% of these being implemented.implemented.
KaizenKaizen
More than 200 ideas for improvement were More than 200 ideas for improvement were suggested by ground-level employees. The changes suggested by ground-level employees. The changes they suggested led to:they suggested led to:
a reduction in truck hours of over 17%a reduction in truck hours of over 17% 20% reduction in line-side materials (inventories)20% reduction in line-side materials (inventories) 23% reduction in walking (the distance 23% reduction in walking (the distance
that employees had to cover to carry that employees had to cover to carry
out their work – 57 miles per day in total).out their work – 57 miles per day in total).
http://www.thetimes100.co.uk/case-study--continuous-improvement-within-organisation--98-269-6.phphttp://www.thetimes100.co.uk/case-study--continuous-improvement-within-organisation--98-269-6.php
Six SigmaSix Sigma
MethodologyMethodology In the statistical sense, Six Sigma is only In the statistical sense, Six Sigma is only
relevant if you have millions or billions of events relevant if you have millions or billions of events or products to measureor products to measure
Sigma LevelSigma Level Defects per BillionDefects per Billion % of Defects to Remove % of Defects to Remove to Move from Prior Levelto Move from Prior Level
66 22 99.7%99.7%
55 573573 99.1%99.1%
44 63,34263,342 97.8%97.8%
33 2,700,0002,700,000 94.1%94.1%
22 45,500,00045,500,000 85.7%85.7%
11 317,000,000317,000,000 n/an/a
Six SigmaSix Sigma
““TQM” on TQM” on steroidssteroids
Focuses on Focuses on executive support executive support (executive (executive leadership [TQM] leadership [TQM] sometimes sometimes needed) needed)
Six Sigma- DMAICSix Sigma- DMAIC
DEFINEDEFINE
MEASUREMEASURE
ANALYSEANALYSE
IMPROVEIMPROVE
CONTROLCONTROL
Six Sigma- SuccessesSix Sigma- Successes Virtua Health in New Jersey has had a vigorous Virtua Health in New Jersey has had a vigorous
Six Sigma program in place for several years Six Sigma program in place for several years
In one project focused on congestive heart In one project focused on congestive heart failure, failure, length of stay was reduced from 6 to 4 days length of stay was reduced from 6 to 4 days patient education improved from 27% to 80% patient education improved from 27% to 80% chart consistency improved from 67% to 93%chart consistency improved from 67% to 93%
http://www.isixsigma.com/index.php?option=com_k2&view=item&id=156:measuring-six-sigma-http://www.isixsigma.com/index.php?option=com_k2&view=item&id=156:measuring-six-sigma-
results-in-the-healthcare-industry&Itemid=92results-in-the-healthcare-industry&Itemid=92
ConclusionConclusion
Quality models designed with industry in mind, Quality models designed with industry in mind, the principles can also be applied more broadly. the principles can also be applied more broadly.
These models need to be evaluated carefully, These models need to be evaluated carefully, however, and applied sensibly. however, and applied sensibly.
Should be combined with a flexible change Should be combined with a flexible change management strategy (Sculthorp, 2010). management strategy (Sculthorp, 2010).
This should yield the most effective results. This should yield the most effective results.
http://ezinearticles.com/?Lean-Six-Sigma-in-the-Public-Sector---Creating-a-True-Step-Change-in-Efficiency-http://ezinearticles.com/?Lean-Six-Sigma-in-the-Public-Sector---Creating-a-True-Step-Change-in-Efficiency-and-Effectiveness&id=4480747and-Effectiveness&id=4480747