From symptoms to cause – the diagnostic journey From cause to remedy – the remedial journey

Most errors go unreported because they are either felt to be insignificant or for fear of blame and retribution

Very few people care enough about their own or another’s organisation to report correctable errors

Costs of errors Inspection costs Prevention costs

The bitterness of poor quality remains long after the sweetness of low price is forgotten Quality is the art of getting people to buy your product or service more than once

The cost of quality is the expense of doing things wrong

Nine out of ten dissatisfied customers don’t complain, they just go elsewhere Over three quarters of customers will pay more for a high quality service

Attracting new customers can cost up to four times as much as retaining them

What are we doing that you like? What should we do that are not yet? What are we doing that needs to be done better?

Denton

Review Plan Do Developing strategies to improve the performance of the organisation Taking action to improve the performance of the organisation Evaluating the impact of the performance of the organisation

Conformance to requirements performance Prevention not appraisal Zero defects Measuring the cost of non-conformance

Philip Crosby

Conformance costs Prevention costs Appraisal costs Non-conformance costs Internal failure External failure

Source: Steve Ball

The problem does not exist The problem is not important The problem cannot be solved I cannot solve the problem

Repair Refine Renovate Re-invent

Quality cannot be inspected in, it can only be created by design Most organisations are unaware of the true costs of getting things wrong Up to 85% of quality problems are created by people who never touch the product or provide the service The price of poor quality can amount to 20-40% of turnover

Costs go down as we reduce variation in what we produce or deliver Concern for meeting customer needs will show in what we do not just what we say To improve a process we need to know what causes its variation A climate in which we feel unthreatened when reporting bad news is a must

Andrew Gibbons

Setting quality standards Appraising conformance to the standards Acting when standards are not met Planning improvements continuously to the standards

Define Measure Analyse Improve

Prevention costs: including quality planning Appraisal costs: including inspection Internal failure costs: including scrap and rework External failure costs: including warranty and complaints

Feigenbaum

Setting quality standards Appraising conformance to the standard Acting when standards are exceeded Planning improvements in the standard

Feigenbaum

Challenge purpose Compare performance Consult the community Compete with others

Understanding and fulfilling requirements The need to consider process in terms of added value Obtaining the results of process performance and effectiveness Continual improvement of process based on effective measurement

Source: BSI

Respect Credibility Pride Fairness Camaraderie

What goes wrong? What are the symptoms? What are the effects? What are the real causes? What will resolve the problem?

Reduce resources Reduce errors Enhance customer perception of value Make the process safer Make the process more satisfying to those engaged in that process

Non-conformance Defects Flaws Deficiencies Re-work Source: Ishikawa

Initial Repeatable Defined Managed Optimising

Produce quality work first time Focus on the customer Have a strategic approach to improvement Improve continuously Encourage mutual respect and teamwork

E vauate? P lan D o C heck A mend

Inquire Investigating possible areas for benchmarkingDecide Select one areaExpand Exploring key features of the chosen area - causes, effects and possible solutionsAnalyse Seeking expert opinionSpecify Interpreting results to focus on the way forward

Source: Webster and Chen Lu

FunctionalityReliabilityUsabilityEfficiencyMaintainabilityPortability

Produce quality work the first timeFocus on the customerHave a strategic approach to improvementImprove continuouslyEncourage mutual respect and teamwork

A im for customer satisfaction

C ommunicate and co-ordinate all activities

C o-operate at all levels and across functions

E mpower all employees

P romote the use of problem solving tools

T raining for quality is forever

World class

Potential winners Vulnerable Promising

\ Room for improvement Could do better

ComplaintsWasted timeFrustrationHassleConfusionOverloadUnderload

Steve Smith

Identify Key areas Analyse Symptoms To find Causes Generate Alternatives

Make Decisions Anticipate Trouble Prevent Recurrence

Points

Leadership 120 Strategic planning 85 Customer and market focus 85 Measurement, analysis, knowledge management 90 Human resource focus 85 Process management 85Business results 450

Results orientationCustomer focusLeadership and constancy of purposeManagement by processes and factsPeople development and involvementContinuous learning innovation and improvementPartnership developmentCorporate social responsibility

EFQM

LeadershipMy managerPersonal growthWell being My teamMy companyFair dealGiving something back

Know your climate and parameters Define the problem Collect data Analyse the data Generate possible solutions Select the best solution Implement the decision Review and learn

PerformanceFeaturesReliabilityConformance DurabilityServicabilityAestheticsPerceived quality

Emphasis on short term profitability Clamping down on cost but tolerating high waste levels A ‘take it or leave it’ attitude towards customers Treating employees as productive robots Competing on price not sufficiently on quality Buying at the lowest price Anti - change but changing arbitrarily when forced Macho management – the crisis manager

Source: UK Dept of Trade and Industry

Quality leads to lower costs and inspection is too lateThe boardroom has ultimate responsibility for qualityMost defects are caused by the systemNo process is optimised, it can always be improvedFear degrades processes – provide job securityManagers must do more than respond to system failureBuild long term relationships with trusted suppliersPrevention of variation and failure is the key

W E Deming

Five enablers:LeadershipPeoplePolicy and strategyPartnership and resourcesProcesses

Four results:PeopleCustomersSocietyKey performance indicators

Identify who are our customers Determine the specific needs of those customers Translate those needs into our language Develop products that respond to those needs Optimise product features to meet our needs too Develop processes able to produce the products Fine tune and optimise the process Improve the process under operating conditions Transfer the process to operations

Source: Joseph Juran

”The cost of quality is the expense of doing things wrong”

Source: UK Department of Trade and Industry