Kaizen, Total Quality Management, Six Sigma, ISO9000

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Kaizen, Total Quality Management, Six Sigma,
ISO9000 how do different QA models compare?

• Clare Whittle

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What is Quality?
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What is Quality?

• Customer Satisfaction
• A perceptual, conditional somewhat subjective
  attribute may be understood differently by
  different people. ...
• Just a feeling
• Reputation
• Fitness for Purpose

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Why is Quality Important?

• Manufacturing
• Increased sales
• Increased number of customers
• More satisfied customers
• Improved reputation
• E.g. pre-TQM to post-TQM Japan

5
Why is Quality Important?

• Medical Education
• Increases patient safety
• Maximise benefit of training
• Decreases likelihood of need to extend training
• Training tomorrows doctors today
• Could save a life

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Can Quality Models be Useful?

• The real problem comes about because the
  perception exists that office work, or functions
  like marketing and employee relations, cant be
  accomplished to procedures and specifications.
  Therefore, they have the privilege to be sloppy
  if they want to be (Crosby, 1984).

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Total Quality Management

• Methodology
• Fix the process rather than the product,
• Take on board the suggestions of those that are
  experts in their particular area
• Focuses on executive leadership

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Total Quality Management

• Decrease failure rate from 5 to 0.2
• Cultural Differences Japanese embody the
  influence and guidance of leadership needed

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ISO 9000

• Standard (customer requirement)
• Create quality mission statement and quality
  manual
• Standard Operating Procedures (SOP) Describe how
  work is to be done
• Standardisation can reduce the cost of quality

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ISO 9000

• Rudimentary
• Cultural Differences- Puts more resources into
  independent checking and less into training.

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Kaizen

• Genuine desire by all to improve
• Small incremental changes made by workers, but
  guided by managers.
• Requires the intelligence and attention of every
  worker

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Kaizen

• Suggestion systems
• 127 suggestions per worker, totalling over
  200,000 suggestions with 99 of these being
  implemented.

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Kaizen

• More than 200 ideas for improvement were
  suggested by ground-level employees. The changes
  they suggested led to
• a reduction in truck hours of over 17
• 20 reduction in line-side materials
  (inventories)
• 23 reduction in walking (the distance
• that employees had to cover to carry
• out their work 57 miles per day in total).
• http//www.thetimes100.co.uk/case-study--continuo
  us-improvement-within-organisation--98-269-6.php

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Six Sigma

• Methodology
• In the statistical sense, Six Sigma is only
  relevant if you have millions or billions of
  events or products to measure

Sigma Level Defects per Billion of Defects to Remove to Move from Prior Level
6 2 99.7
5 573 99.1
4 63,342 97.8
3 2,700,000 94.1
2 45,500,000 85.7
1 317,000,000 n/a
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Six Sigma

• TQM on steroids
• Focuses on executive support (executive
  leadership TQM sometimes needed)

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Six Sigma- DMAIC

• DEFINE
• MEASURE
• ANALYSE
• IMPROVE
• CONTROL

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Six Sigma- Successes

• Virtua Health in New Jersey has had a vigorous
  Six Sigma program in place for several years
• In one project focused on congestive heart
  failure,
• length of stay was reduced from 6 to 4 days
• patient education improved from 27 to 80
• chart consistency improved from 67 to 93
• http//www.isixsigma.com/index.php?optioncom_k2v
  iewitemid156measuring-six-sigma-results-in-the
  -healthcare-industryItemid92

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Conclusion

• Quality models designed with industry in mind,
  the principles can also be applied more broadly.
• These models need to be evaluated carefully,
  however, and applied sensibly.
• Should be combined with a flexible change
  management strategy (Sculthorp, 2010).
• This should yield the most effective results.
• http//ezinearticles.com/?Lean-Six-Sigma-in-the-Pu
  blic-Sector---Creating-a-True-Step-Change-in-Effic
  iency-and-Effectivenessid4480747