Quality Management
Principles
Become
CEO Management
Practices
original presentation by Marsha Ludwig-Becker
adapted by Eric Whichard for Sept 2007 program
Objectives
• Review the ISO 9004-2000 standard’s
Quality Management Principles
(QMPs)
• Explore how these principles
– can be applied
– are being applied
– should be applied
in practice
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ISO 9004-2000
http://www.asq.org/quality-press/display-item/
index.html?item=T2104E&author=
ANSI/ISO/ASQ%20Q9004-2000
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ISO 9004-2000
• ISO 9004-2000 is the guidance standard
related to ISO 9001-2000
• in the Introduction, section 0.1 General of ISO 9004
– adopting a quality system should be a strategic decision...
– influenced by varying needs, objectives, etc....
– this standard based on eight (8) quality management principles
– no intent to imply uniformity
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ISO 9004-2000
in the Introduction, section 0.1 General of ISO 9004
further...
– purpose of organization is to
• identify / meet / exceed needs of customers /
other interested parties (stakeholders)
• achieve competitive advantage
• in an effective / efficient manner
• achieve / maint / improve performance / capabilities
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ISO 9004-2000
in the Introduction, section 0.1 General of ISO 9004
further...
– application of QMPs provides benefits
– and helps manage costs and risks
•
•
•
•
•
•
•
customer loyalty, repeat business
response to market opportunities
costs, cycle time, revenue, market share, profitability
alignment, competitive advantage
confidence (of all stakeholders)
value creation (for all stakeholders)
involved and motivated people
so, let’s have a look at the QMPs...
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Quality Management Principles
• the Quality Management Principles are:
– A framework for leading an organization
– by focusing on the needs of customers
– and other stakeholders.
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What are the Eight (8) Quality
Management Principles?
1. Customer Focus
2. Leadership
3. Involvement of People
4. Process Approach
5. Systematic Approach to Management
6. Continual Improvement
7. Factual Approach to Decision-Making
8. Mutually Beneficial Supplier Relationships*
Let’s walk through them one by one...
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Principle 1: Customer Focus
understand, strive to meet and exceed customer expectations.*
• Organizations depend on their customers and should
– understand needs, current & future
– meet / exceed those needs
• to achieve
– business performance & effectiveness
– customer loyalty
• through
– market / customer research
– alignment of objectives with needs
– measurement of customer satisfaction
– balance among needs / interests of all stakeholders
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Principle 1: Customer Focus
understand, strive to meet and exceed customer expectations.*
Quality is “perceived” according to Kano
Think about what delights you as a customer
From: Ludwig-Becker, M., Electronics Quality Management Handbook, McGraw-Hill, 1997, p.67
from Juran and Gyrna, Quality Planning and Analysis, 3rd Ed. McGraw-Hill, 1993,p. 247, used
10
with permission
Principle 1: Customer Focus
understand, strive to meet and exceed customer expectations.*
What is the status of Customer Focus in YOUR world
today?
What do you like? What would you change?
Who does it well? Poorly?
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Principle 2: Leadership
unity, purpose, and involvement*
• Leaders establish
– unity of purpose and direction
– environment where people are involved
• to achieve
– communication, motivation, alignment
– organization’s objectives
• through
– considering needs of all parties
– vision, values, goals, targets, etc
– fairness, respect, ethics, trust (elim. fear)
– providing resources, removing road-blocks
– inspiring, encouraging, recognizing
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Vision Led Value Driven Leadership
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Principle 2: Leadership
unity, purpose, and involvement*
• Leadership skills must be cultivated
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Principle 2: Leadership
unity, purpose, and involvement*
How do the leaders in your life perform in these
respects?
How about YOU as a leader?
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Principle 3: People Involvement
People...are the essence of the organization...
• People at all levels
– are the essence
– their full involvement
– organization’s benefit (& those of it’s stakeholders)
• to achieve
– motivation, innovation, creativity
– accountability, participation, contribution
• through their understanding of
– their roles and goals
– importance of their contributions
– strengths, opportunities, knowledge, experience
– constraints, issues, problems (trust)
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Principle 3: People Involvement
• Three facets of
empowerment (each
depends on the others)
– Knowledge of what to
do, when to do it
– Will to do what needs
to be done
Figure 3.1a: The Empowerment Cube
– The wherewithal to
do it
*Guest Editorial, by John Troyer, Quality Digest,
Oct. 1996, p. 64
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Principle 3: People Involvement
People...are the essence of the organization...
How well are you involved by the leaders of the
organizations in which you participate?
How well do you as a leader involve others?
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Principle 4: Process Approach
...related resources and activities are managed as a process.*
• A process approach
– achieves desired results more efficiently
– manages related resources, activities, etc. as a process
• to achieve
– lower costs, reduce cycle times
– consistency, predictability... improvement
• through
–
–
–
–
defining result... process... inputs...
responsibility, accountability, measurement / analysis
identifying interfaces, interdependencies
focus on critical factors, best opportunities, risks, etc/
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Principle 4: Process Approach
related resources and activities are managed as a process.*
Everything done is involved in a process
– Suppliers... Inputs... Process... Outputs... Customers (SIPOC)
– Voice of the customer loops back to beginning (PDCA)
Note: Figure 3.3 from ISO 9000-1: 1994, p. 4
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Principle 4: Process Approach
Baldrige Approach, Category 6: Process Management
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Principle 4: Process Approach
related resources and activities are managed as a process.*
Regarding the processes that you encounter, how
well are they managed?
Are they managed as processes, or otherwise?
How / how well do you manage your processes?
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Principle 5: Systems Approach
...managing a system [for] effectiveness and efficiency*
• Systems are
– collections of interrelated processes
– their interfaces, interdependences, etc.
– that are best managed as a whole (system)
• to achieve
– efficiency, effectiveness, improvement
– confidence in capability
• through
–
–
–
–
thorough definition and understanding
especially of the KEY processes
measurement, evaluation
responsibility accountability
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Principle 5: Systems Approach
A Business System of Processes
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Principle 6: Continual Improvement
...the object of an organization that wishes to stay in business.*
• Continual improvement
– in overall performance
– permanent objective
• improving
– capability, flexibility
– alignment, agility
• through
– see above...
– and below
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Principle 6: Continual Improvement
• Phases of continuous process improvement (see next chart)
– Awareness, Resistance, Expansion, Integration and finally
Regeneration, or Continuous Improvement
• Strategies for Implementation
1. Commitment
2. Training
3. Targeting and Deployment
4. Resources
5. Measurements
6. Management Structure
7. Systems Alignment
8. Communication and Information*
*Doherty, Steve D., “A Blueprint for Excellence”,
Quality Progress, April 1991, p. 84-85
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Principle 6: Continual Improvement
Blueprint for Excellence at the Air Force Logistics Command (AFLC)
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Principle 7: Factual Approach...
based on.. analysis of data and information.*
• “Can’t manage what you can’t measure”
• “In God we trust. All others, bring data”
• supports improvement
• better decisions, results
• verifiable gains, means to hold them
•
•
•
•
Measure, collect data
Analyze it
Make results available
Use them
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Principle 7: Factual Approach...
From: “As Easy as Two Plus Two”, News for a Change, Association
for Quality and Participation, Cincinnati, OH., Nov. 1997, p. 4
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Principle 7: Factual Approach to Decision-Making
Measuring Business Processes
From: Kordupleski, R., Rust, R, and Zahorik, A, “Why Improving Quality Doesn’t Improve
Quality”, California Management Review, vol.38, no. 3, Spring 1993, p. 91
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Principle 7: Factual Approach...
based on.. analysis of data and information.*
Are you a “facts and figures” sort or person?
A “go with the gut” type?
How about those you work with?
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Principle 8: Mutually Beneficial Supplier
Relationships
enhance the ability of the organization to create value.*
• A Win-Win approach
• Both organizations can create more value
• Better flexibility, speed, optimization
•
•
•
•
•
Balance short / long term
Pool expertise, share information
Better communication
Joint efforts
Mutual respect, recognition
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Summary: the eight QMPs
1. Customer Focus
2. Leadership
3. Involvement of People
4. Process Approach
5. Systematic Approach to Management
6. Continual Improvement
7. Factual Approach to Decision-Making
8. Mutually Beneficial Supplier Relationships*
• See Self Assessment for QMP Implementation
included in 9004-2000
• See also
http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000/qmp.htm
for further elaboration
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Further thoughts?
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Further thoughts?
THANK YOU
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Sources
• California Management Review, S549 Haas School of Business
#1900, Berkeley, CA 94720, cmr@haas.berkeley.edu
• ANSI/ISO/ASQ Q9004-2000, Quality Management Systems-Guidelines for performance improvements, American Society for
Quality (ASQ), P.O. Box 3005 Milwaukee, WI 53201, 2000;
http://standardsgroup.asq.org
• The Informed Outlook, International Forum for Management Systems,
Inc., 15913 Edgewood Dr.Montclair, Virginia 22026,
www.informintl.com
• ANSI/ASQC Q9001- 1994, Quality Management and Quality
Assurance Standards--Guidelines for Selection and Use, ASQ,
Milwaukee, WI, 1994
• Ludwig-Becker, M., Electronics Quality Management Handbook,
McGraw-Hill, 1998, becker2@worldnet.att.net
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Sources
• Manufacturing Systems (A Cahners publication) April 1997 or see
http.www.manufacturingsystems.com
• Quality Digest, 1350 Vista Way., P.O. Box 882,Red Bluff, CA 96080,
qualitydig@qof.com
• Quality Management Principles Internet site:
http:www.wineasy.se/qmp/about.html and ISO 9004: July 1998,
p.415-416 & ISO/CDI ISO 9000-1998, p. 2
• Quality Progress, American Society of Quality, 611 E. Wisconsin Ave.,
P.O. Box 3005, Milwaukee, WI 53201
• For Quality Function Deployment (QFD)Lou Cohen’s book, How to
Make QFD Work for You, (Addison-Wesley, 1995) as well as the QFD
internet page:http.www//akao.larc.nasa.gov/dfc/qfd.html
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