The main objective of this experience will be to instill, as Deming puts
it, a "prairie fire" in the core of each individual for quality.
In today's global economy, product and service quality will simply be
the cutting edge in the competitive marketplace - the difference that
makes the difference.
Unlike most ineffective quality training programs, which focus on technical
tools alone, this seminar will focus on the belief systems change and
cultural revolution required of the quality movement. This awareness-building
eye-opener will embrace numerous teachings and examples from customer
service as well as product development and manufacturing.
All programs will use NLP as a process, including large group verbal
reframes, metaphors, and ownership/identification processes. Our goal
is to not only teach but to accomplish behavior change as well. Key methods
for people to voluntarily overcome difficult negative (self-identified)
habits will be shown to those that wish it.
- Two (2) key definitions, 3 key concepts (producer and customer
view); why it is misunderstood, examples and techniques to achieve
ownership and the guiding principles of quality
- Corporate quality policies; Deming's 14 principles; recommended
You'll be able to create a roadmap
- How you will get "there" (recommended steps), including process vs. product/service concepts; definition, measurement, quality control, and quality
- The roadblocks which you'll learn include the
difficulty of change (exercises)
- What works and what
doesn't work in terms of meaningful corporate policy, standards, and
How to measure effectively (total vs. statistical quality control relevant to service
- How to implement skills, startups, communication methods
Theory X/Y and work effectiveness; Quality Improvement Programs; ISO/9000 and the Malcolm Baldrige
Program Description and Detail
We agree with you that the best way of getting bottom-up
involvement in lieu of a formal top-down approach is via Quality
through Participation. Each of the following steps emphasizes that
- Team will learn underlying quality concepts and major
contributors to the field.
- Improving services using these concepts.
- Participative Organization concepts
- Understanding what you do and what others do.
- The risks, benefits, and limits of participation.
- Partial development and awareness of skills for quality
- Tools and techniques to achieve process improvements.
Participants will significantly improve their abilities in the
Team will learn underlying quality concepts and major contributors
to the field
- History of quality movement and quality management
- Relation between culture, tools, and management and gurus in
- Main concepts, definition of quality, terms, producers and
customers, cost of quality
- Cost of Quality exercises (including cost of failure and
- Role of the Baldrige examination and Baldrige winners, what
it takes to be world class, with examples and exercises
Improving services using these concepts
- Traditional lack of understanding
- Similarity of the manufacturing role to the service sector
- Similarity of the service sector to the public sector
(linkage) including examples and exercises
- In-depth discussion of Deming's 14 points, translated as if
by Deming in public sector language
Participative organization concepts
- How to work bottom-up when (temporarily) top-down support
cannot be done
- Trust, true empowerment, accidental dis-empowerment,
accidental reward for failure, elimination of blame
- The Herzberg model, the Work Effectiveness Model, job
redesign, understanding the analysis of work flows, with
Understanding what you do and what others do
- Organizational self-assessment and measurement
- Filling the "Management Vacuum" - If I can't be
super-employee, and delegate downward, what do I do instead?
The risks, benefits, and limits of participation
- Dealing with criticism
- Understanding tangible, intangible boundaries
- The Grace Hopper story
- Demonstrating progress in measurable terms
- Speaking the other's language
- Short term vs. long term progress
Partial development and awareness of skills for quality
- Problem identification vs. problem analysis
- Root Cause analysis - ours is the reason why - Monday
Morning Quarterbacking is good - fixing the "how
come" rather than the "what"
Tools and techniques to achieve process improvements
- Quality control compared to quality assurance: the Deming
- Introduction to the quality control tools and quality
- Quality Improvement teams, team techniques, problem solving
steps, facilitation methods introduction
So, if this is so great, what do I do on Monday?
- Turning concepts into reality
- What happens when the honeymoon is over
- Overcoming your own internal resistance to trust, blame,
ownership by others: "letting go"
- Base-lining (benchmarking) where you are, then where to go
- The Quality Pyramid: what to do first, what is next
- Organizational missions, charters, quality policies, quality
council, and sticking to it
- Standards and Procedures: when and where
- Commitment analysis
- The Weinberg/Schulman experiment and what to measure safely
- The rumor mill
- The difficulty of change
The Bottom Line
This course will optimize the number of people who will have
a passion for quality and excellence. These same people may be repulsed
by the thought of poor quality, waste, shoddy workmanship, and lack of
innovation. Ability to work within the boundaries, and yet do all that
can be done, will be emphasized. Every portion of this course, regardless
of the detailed objectives, will reinforce these beliefs. Why should an
experience like this do anything else?
It is commonplace for large numbers of people to have this deep level
of commitment, after coming from learning experiences with us.