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Understanding Quality
Understanding Quality
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Moving from Good to
Moving from Good to
Excellent
Excellent
December 2003 Rene Ewing & Associates 3
Agenda
Agenda
Definition of Quality
Gurus and History of Quality

Gurus and History of Quality
Baldrige versus ISO

Baldrige versus ISO
What is Quality?
What is Quality?
How do you define Quality?

How do you define Quality?
Good, luxury, expensive, nice to have,
Good, luxury, expensive, nice to have,
the best
the best
Versus Versus
Continuous improvement, focus on the
Continuous improvement, focus on the
customer, valuing employees .
customer, valuing employees .
How we define Quality
How we define Quality
Meeting or exceeding our

Meeting or exceeding our
customers expectations
customers expectations
Delivering high performing, safe,

Delivering high performing, safe,
and most reliable products and
and most reliable products and
solutions in our industry
solutions in our industry
Management Models
Management Models
Old Model Old Model
Internal focus Internal focus
Manage by fear Manage by fear
Win Win lose lose
Short term Short term
Functionally oriented Functionally oriented
Micro Micro- - manage manage
Inspecting based Inspecting based
Employees hired hands Employees hired hands
New Model New Model
Customer obsessed Customer obsessed
Managers lead Managers lead
Manage by coaching Manage by coaching
Win Win win win
Long term approach Long term approach
Team oriented Team oriented
Empowerment Empowerment
principles principles
Prevention focus Prevention focus
Continuous Continuous
improvement improvement
Employee involvement Employee involvement
History of Quality
History of Quality
50s Inspection and QC

50s Inspection and QC
60s Statistical Quality Control

60s Statistical Quality Control
70s Quality Assurance

70s Quality Assurance
QA
QA
80s Total Quality Management

80s Total Quality Management
90s Strategic Leadership

90s Strategic Leadership
00s Values Process

00s Values Process
Gurus of Quality
Gurus of Quality
Frederick Taylor
Frederick Taylor
-
-
mechanical
mechanical
Walter Shewhart
Walter Shewhart
-
-
statistical
statistical
Juran & Deming

Juran & Deming
-
-
business model
business model
Crosby
Crosby
-
-
people
people
Senge & Wheatley

Senge & Wheatley
systems
systems
Malcolm Baldrige National
Malcolm Baldrige National
Quality Award
Quality Award
Created in 1987 to help the US

Created in 1987 to help the US
compete internationally
compete internationally
Named for Malcolm Baldrige Secretary

Named for Malcolm Baldrige Secretary
of Commerce
of Commerce
Based on quality principles

Based on quality principles
Washington State Quality Award

Washington State Quality Award
founded in 1994
founded in 1994
state level Baldrige.

state level Baldrige.
Baldrige Systems Model
Baldrige Systems Model
4
Measurement, Analysis, and Knowledge Management
Baldrige Purpose & Goals
Baldrige Purpose & Goals
Create management model

Create management model
Stimulate global competitiveness

Stimulate global competitiveness
Encourage sharing
Encourage sharing
Establish criteria for excellence

Establish criteria for excellence
Recognition for performance

Recognition for performance
Why Baldrige?
Why Baldrige?
Excellent standard for managing overall

Excellent standard for managing overall
effectiveness
effectiveness
Excellent vehicle for company

Excellent vehicle for company
benchmarking
benchmarking
Communicates our philosophy to all

Communicates our philosophy to all
stakeholders
stakeholders
Enhances our position in the market

Enhances our position in the market
place
place
Baldrige
Baldrige
ISO
ISO
Management System Management System
Continuous Continuous
improvement improvement
Customer focus Customer focus
Focused on results Focused on results
Business Advantage: Business Advantage:
Greater success Greater success
Total company quality Total company quality
Documented processes Documented processes
Improvement to Improvement to
recognized standard recognized standard
External audits External audits
Reduces liability Reduces liability
Business Advantage: Business Advantage:
Improved processes Improved processes
Required for EU Required for EU
Why is Quality Important?
Why is Quality Important?
Customers expect it
Customers expect it
We need to get better to compete

We need to get better to compete
Need to be able to measure our

Need to be able to measure our
progress
progress
Focus on the Customer
Focus on the Customer
Definition:
Definition:
Understanding who your customer is and
Understanding who your customer is and
what they want with a focus on
what they want with a focus on
delighting customers, building loyalty,
delighting customers, building loyalty,
meeting their expectations and their key
meeting their expectations and their key
requirements
requirements
Teamwork
Teamwork
Definition
Definition
Working together to reach goals and

Working together to reach goals and
solve problems
solve problems
Continuous Improvement
Continuous Improvement
Definition
Definition
Continuously seek to find ways to do the
Continuously seek to find ways to do the
job better, easier, faster, and improve
job better, easier, faster, and improve
our products and services
our products and services
Measuring Success
Measuring Success
Definition
Definition
Using data to make decision, determine

Using data to make decision, determine
priorities and track our progress
priorities and track our progress
Our goal is to
Our goal is to
Select meaningful measures

Select meaningful measures
Display data to show progress

Display data to show progress
Monitor organizational success

Monitor organizational success
measures
measures

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Understanding Quality

Gurus and History of Quality

Baldrige versus ISO

How do you define Quality?

Meeting or exceeding our

Delivering high performing, safe,

50s Inspection and QC

60s Statistical Quality Control

70s Quality Assurance

80s Total Quality Management

90s Strategic Leadership

00s Values Process

Juran & Deming

Senge & Wheatley

Created in 1987 to help the US

Named for Malcolm Baldrige Secretary

Based on quality principles

Washington State Quality Award

state level Baldrige.

Create management model

Stimulate global competitiveness

Establish criteria for excellence

Recognition for performance

Excellent standard for managing overall

Excellent vehicle for company

Communicates our philosophy to all

Enhances our position in the market

We need to get better to compete

Need to be able to measure our

Working together to reach goals and

Using data to make decision, determine

Select meaningful measures

Display data to show progress

Monitor organizational success

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