Importance of Quality

The Importance of Quality

and Its Expanded Role Within Your Organization

John Cover CQA (ASQ)Di t Q lit ADirector, Quality Assurance

Science Care

American Association of Tissue BanksAmerican Association of Tissue Banks 31st Annual Meeting

Boston Marriott Copley PlaceSeptember 16th, 2007p ,

“Quality is the result of a carefully constructed cultural environment. It has to be the fabric of the

organization not part of the fabric ”13organization, not part of the fabric.

Philip B. Crosby

The Importance of Quality and Its Expanded Role in Your OrganizationAATB 31st Annual meetingJohn Cover

y


What Got Us Here?

• Thinking that Quality is a departmentThinking that Quality is a department.

• Thinking that Quality is a function.g y

• Thinking that Quality is role specific.

• Thinking that Quality is someone else’s job.


Traditional Roles

Q lit M tQuality Management

Audit / Inspection

Performance

Quality Advocate

Approvals: Procedures Product/QC

etc.

Deviation Management

Operations Management

Production / StaffingP l

Revenue Strategy Logistics

ManagementPersonnel

HRGeneration / Cost Control

Competitive Position


What Do We Have Now?

• Somewhere along the line we lost what was important about quality.

• Quality (in its true sense) is no longer a language that• Quality (in its true sense) is no longer a language that everyone can speak together.

• Focus on quality department independence resulting in silos and shifting priorities.

• The real message of quality has been hidden.


What is Quality?

• Quality indicates the cumulative characteristics of a good i th t k di tl t th i f thor service that speaks directly to the voice of the

customer.

• Quality should also reflect the cumulative characteristics of the environment that supports the production of goods

d i th t di tl k t th i f thand services that directly speaks to the voice of the customer.

• Quality should further reflect the empowerment of all stakeholders to improve the environment that supports the


production of those goods and services.

“Most people would rather live with a problem they can’t solve than to accept a solution they can’t

understand ”understand.

Lloyd S. Nelson


What is not Quality?

• Quality is not a department, position, or title.

• Q lit i t “ t t ”• Quality is not a “cost center”.

• Quality is not final inspectionQuality is not final inspection.

• “Quality” should not be misused like a buzzword of the yday.

• Quality is not something that someone else has in their job description.


What Did We End Up With?


Where Do We Go From Here?

We must go back to the past…back to the basics……

Dr. W. Edwards Deming Dr. Joseph Juran

Who are these handsome gentlemen?


Dr. Deming

From Deming's 14 Points 5:

•C t t f•Create constancy of purpose.

•Adopt a new philosophy.

•Drive Out Fear.

•Break down barriers between departments.

•Remove barriers that rob workers…of their right to pride of workmanship.

•Institute a vigorous program of education and self improvementInstitute a vigorous program of education and self improvement.

•Put everyone in the company to work to accomplish the transformation.


Dr. Deming

Deming Company 1Standard Company 1

Quality is expensive. Quality leads to lower costs.

Inspection is the key to quality. Inspection is too late. If workers can produce defect free goods eliminateproduce defect-free goods, eliminate inspection.

Defects are caused by workers. Most defects are caused by the system.

Rewarding the best performers and punishing the worst will lead to greater productivity and creativity

Most variation is caused by the systems that judge, punish,…destroy teamwork and the companyproductivity and creativity. teamwork and the company.

Profits are made by keeping revenue high and costs down.

Profits are generated by loyal customers.


Dr. Juran

From the Juran Trilogy 11:

• Quality Planning:Quality Planning: • Determine who the customers are.• Determine the needs of the customers.• Develop product features that respond to customer’s needs.• Develop processes that are able to produce those product

featuresfeatures.

• Quality Control:• Evaluate actual Quality Performance.• Compare actual performance to quality goals.• Act on the differences


• Act on the differences.

Dr. Juran

From the Juran Trilogy 11:

• Quality Improvement:Quality Improvement:• Establish the infrastructure needed to secure annual quality

improvement.• Identify specific needs for improvement – the improvement

projects.• Provide the resources, motivation, and training to teams.o de e esou ces, o a o , a d a g o ea s


Dr. JuranJapanese revolutionary quality strategies 10:

• The upper management personally took charge of leading the pp g p y g grevolution.

• All levels and functions underwent training in managing for qualityAll levels and functions underwent training in managing for quality.

• Quality improvement was undertaken at a continuing, revolutionary pacepace.

• The work force was enlisted in quality improvement through the QC-i l tcircle concept.


“E h h t A d if h d ’t k h“Everyone here has a customer. And if he doesn’t know who it is and what constitutes the needs of the customer, and work in the cycle of adjustment to customers’ needs and y jwhat he can produce, then he does not understand his

job.” 12

Dr. Deming


Voice of the Customer (VOC)

• The Voice of the Customer (VOC) describes the spoken and unspoken true needs of the recipient of one’s goodsand unspoken true needs of the recipient of one s goods or services.

• The customer can be both internal and external, and its voice cannot be overlooked.


External Customers

Who are your External Customers?Who are your External Customers?


Internal Customers

Who are your Internal Customers?Who are your Internal Customers?


“I know of no more encouraging fact than the unquestionable ability of man to elevate his life by

a conscious endeavor ”a conscious endeavor.

Henry David Thoreau


What is it all about?

E tEmpowermentThe abilit to change the orld o li e inThe ability to change the world you live in.


Empowerment

“Be the change you wish to see in the world.”

Gandhi


Empowerment Pathways• T i i d M t i• Training and Mentoring:

• Quality Training• Team Training• Mentoring Programs

• Stakeholder involvement:• Quality Circlesy• Process Improvement Teams• Information Sharing

• Communication Pathways:Communication Pathways:• Feedback Systems (more than just a suggestion box)• Customer Satisfaction Index-Internal Customers• Track more than just deviationsTrack more than just deviations

• Partners in Audits• Partners in Change Management


What is a Quality Professional?

• A Quality Professional is ANY person that has a passion, zeal, and discipline for:

• Doing the right things at the right times…for the right reasons.

• Empowering others through training, communication th b tt t l d t hipathways, better tools, and mentorship.

• Focused on improving systems processes andFocused on improving systems, processes, and performance as a result of heeding the Voice Of the Customer.


“Opportunities are usually disguised as hard work, so most people don’t recognize them.”

Ann Landers


How Can You Make a Difference?

• “The staring point for improvement is to recognize the d ”7need.”7

• Be an agent for change in your organizationBe an agent for change in your organization.

• “Making improvements is often a bother, but the payoff is g p , p yreal. But if the leader doesn’t care, the people learn to live with the existing situation regardless of the number of problems ”1problems. 1


How Can You Make a Difference?

• “The aim of leadership should be to help people, machines and gadgets do a better job.”2

• “To help in a positive manner, you must be genuinelyTo help in a positive manner, you must be genuinely interested in people and results. You can’t fake this one even if you try because true help is truly unselfish.” 8

• “Show people how to prevent problems, not just fix them. Educate, train, and support those who do the work.”9


Thank you!Thank you!

Science Care


References

1. Aguayo, Rafael. Dr. Deming The American Who Taught the Japanese About Quality. New York. Simon & Schuster, 1990.

2. Gabor, Andrea. The Man Who Discovered Quality. New York, NY. The Penguin Group, 1990.3. Dobyns, Lloyd & Crawford-Mason, Clare. Quality or Else. New York, NY. Houghton Mifflin, 1991.4. Juran, Joseph. Managerial Breakthrough. New York, NY. McGraw Hill, 1995.5. Deming, W. Edwards. Out of The Crisis. Cambridge, MA. MIT, 1986.g g6. Ishikawa, Kaoru. What is Total Quality Control?. Englewood Cliffs, NJ. Prentice-Hall, 1985.7. Imai, Masaaki. Kaizen. New York, NY. Random House, 1986.8. Crosby, Philip. Quality is Free, New York, NY. McGraw Hill, 1979.9. Shelton, Ken. In Search of Quality, Provo, UT. Executive Excellence Publishing, 1995.9. Shelton, Ken. In Search of Quality, Provo, UT. Executive Excellence Publishing, 1995.10. Juran, Joseph. Juran on Planning For Quality, New York, NY. The Free Press, 1988.11. Juran, Joseph. Juran on Leadership For Quality, New York, NY. The Free Press, 1989.12. Walton, Mary. The Deming Management Method, New York, NY. Perigee Books, 1986.13 Crosby Philip Quality Without Tears New York NY McGraw Hill 198413. Crosby, Philip. Quality Without Tears, New York, NY. McGraw Hill, 1984.14. Demotivational posters obtained from www.despair.com


Importance of Quality

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