hau aw 001 b
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from Total Quality to
Organization & ProjectExcellence
Triantafyllos Katsarelis
HAU AW P 001 B March 2010
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About your guest lecturerEducation
Diploma in Civil Engineering National Technical University of Athens
Post-Graduate Diplomas in Engineering, Quality Systems Management
& Business Administration
Certifications
Project Manager, IPMA Level C
Assessor European Excellence EFQM
Assessor International Project Excellence Award IPMA
Auditor ISO 9001
Member of PM Greece (Statutory member) Audit Committee
Hellenic Management Association Construction ManagementCommittee
Technical Chamber of Greece Permanent Committee forStandardisation, Certification & Quality Management
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About the lectureMain Objectives
Concepts of Total Quality Management presented
Four Organization and Project Models for Excellence presented
Information about EFQM and IPMA Excellence Models & Awardstransferred
Additional Objectives
Motivation for further learning about TQM, Excellence Models & Awardstriggered
Comparison remarks of Organization and Project Models for Excellence
presentedNon-Objectives
In depth knowledge for TQM, Excellence Models & Awards transferred
In depth comparison of Organization and Project Models for Excellence
performed
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Please note This presentation contains material registered by
Organizations, Associations and Foundations.
It is used only for academic purposes.
This presentationis based on the academic
research and professional experience of the
author, thus it reflects only his personal
approach and points ofview, not of the cited
Organizations, Associations and Foundations.
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Quiz:An organization has implemented Total QualityManagement.
How that statement sounds to you ? (only one answeris valid)
A: The products or services have betterquality
compared with the totality of the competition
B: The totality of the products or services has beeninspectedon all phases ofproduction or delivery
C: The totality of the products or services has quality in
every component or detail
D: All the above
E: None of the above
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Quiz:An organization has implemented Total QualityManagement.
How that statement sounds to you ? (only one answeris valid)
A :The products or services have betterqualitycompared with the totality of the competition
Quality cannot be compared!
Quality is the fulfilment of the customer
expectations
The Harley-Goliathson 500 has not better
qualitythan the Pa-Pa-Ki50
Both can fulfil their customers expectations
They are different inclass
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Is the fulfilment of expectations
Quality performance
REQUIREMENTS
EXPECTATIONS
OBJECTIVES
PROPERTIES
SATISFACTIONRESULTS
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Quiz:An organization has implemented Total QualityManagement.
How that statement sounds to you? (only one answeris valid)
B :The totality of the products or services has beeninspectedon all phases ofproduction or delivery
This is quality control not quality management!
And in fact a wrong quality management
approach!..
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Quiz:An organization has implemented Total QualityManagement.
How that statement sounds to you? (only one answeris valid)
C:The totality of the products or services has quality inevery component or detail
This is a tricky one
It is the result not the cause!..
D:All the above
E :None of the above
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Total Quality Management Lost in the translation !
The word in japanese
was translated as total
but actually means by everybody!.
TotalQualityManagementis a managementsystem for
a customer focused organization thatinvolves all
employee in continualimprovementofallaspects oftheorganization
TQM focuses on people !
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TQM Pioneers (1)
W. Edwards Deming
Qualityis notcompulsory,
nobodyis forcedto survive !
Genichi Taguchi
Qualityis the loss transferredto societywithanyproductor service delivery
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Quality is the loss transferred to society
Societal& Environmental
approach
REQUIREMENTS
EXPECTATIONS
OBJECTIVES
PROPERTIES
SATISFACTIONRESULTS
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TQM Pioneers (2)
Kaoru Ishikawa
The idealstate ofqualitycontrolis when quality
inspection is no longer necessary,
remove the rootcause, notsymptoms
Joseph M.Juran
Qualitydoes nothappens justbychance ithas
to be planed: qualityplanning,qualitycontrol,andqualityimprovement
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Plan (analyze, develop, drive, direct)
Do (deploy, implement, support)
Check (review, study, assess)
Act (recognize, communicate, revise)
Continuous Process Improvement cycle
Typical approach (also in IPMA PE Award)
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Results (determine the objectives aiming for)
Approach (plan and developintegrated andsound approaches to deliver Results)
Deploy (the approaches in a systematic way,implement)
Assess (the approaches, follow, monitor)Review (the approaches, analyse the Results
achieved, learn, planimprovements)
Continuous Process Improvement cycle
EFQM approach (also in EFQM - EQ Award)
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Total Quality Management Is a management approach centred onquality, based on
the participation of an organisation's people and aiming
at long term success
This is achieved through customersatisfaction andbenefits all members of the organisation and society
Enables to meet stakeholderneeds and expectationsefficiently and effectively
Is a way of thinking about goals, organisations,
processes and people to ensure that the right things aredone right first time
TQM is not a system, a tool or even a process
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Excellence Models &Awards Excellence is the result of adopting a TQM
philosophy and realigning the organisationtowards satisfying all stakeholders. The quality
award criteria offers measures ofperformancerather than a methodology
DEMINGAWARD - 1951 Japanese Union ofScientists & Engineers (NGO)
BALDRIDGEAWARD - 1987 USA European QualityAWARD - 1992 European
Foundation forQuality Management (NGO)
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EFQM shares what works Not forprofit membership foundation - 1988
(by 14 buisinessses) http://ww1.efqm.org/en/
25 N
ational Partners: Greece -...
Hellenic Management Association http://www.eede.gr/
Over600 Member Organizations
EFQM Excellence Model
E.Q. Award
Frameworks + otherpublications,
Benchmarking
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EFQM Fundamental Conceptsof
Excellence
- 2003
Corporate Social
Responsibility
Partnership
Development
Continuous Learning,
Improvement & Innovation
Leadership &
Constancy of Purpose
Customer Focus
Management by
Processes & Facts
Peoples Development
& Involvement
Results Orientation
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EFQM Fundamental Conceptsof
Excellence
- 2010
Taking Responsibility for a
Sustainable Future
Building Partnerships
Nurturing Creativity
& Innovation
Leading with Vision,
Inspiration & Integrity
Adding Value
forCustomers
Managing by
ProcessesSucceeding through
People
Achieving Balanced Results
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EFQM Excellence Model - 2003
Leadership
ENABLERS RESULTS
INNOVATION AND LEARNING
People
Policy &
Strategy
Partnerships
& Resources
People
Customers
Society
Key
PerformanceProcesses
1999 2003 EFQM9 CRITERIA - 32 (24 + 8) Sub-criteria
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EFQM Excellence Model - 2010
Leadership
ENABLERS RESULTS
LEARNING, CREATIVITY and INNOVATION
People
Strategy
Partnerships
& Resources
People
Customers
Society
Key
Processes,
Products &
Services
2010 EFQM9 CRITERIA - 32 (24 + 8) criterion parts
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EFQM Excellence Model - 2010
10
ENABLERS RESULTS
LEARNING, CREATIVITY and INNOVATION
10
10
10
10
15
10
1510
2010 EFQMCRITERIA - Weights
Societal& Environmental Responsibility ~30%
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EFQM AWARD Categories
LARGE BUSINESSES & PUBLIC SECTOR
Large Businesses & Business Units
Operational Units Public Sector
SMALL & MEDIUM SIZED ORGANISATIONS
Subsidiaries
Independent
LOCAL & REGIONAL GOVERNMENT
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EFQM in Greece Excellence Awards
Award Winner: COCO-MAT
Prize Winner:
ELAIS
Siemens Telemetering
TNT Skypack
Recognised for Excellence in Europe
5stars 4
4 stars 16
3 stars 2
Committed to Excellence in Europe 80
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Baldridge Award1 Leadership
2 Strategic Planning
3 Customer and Market Focus
4 Measurement, Analysis and Knowledge
Management
5 Human Resource Management
6 Process Management
7 Business Results
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Deming Award
1 Management Strategy and Policies (20)
2 New Products Development and/ orInnovationin Production Processes (20)
3 Quality Improvement (20)
4 Systemic Approach (10)
5 Data Analysis and use of InformationTechnologies (15)
6 Human Resource Development (15)
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International Project
Management Association -IPMA Not forprofit network of PM Associations - 1965
http://www.ipma.ch
50 National Member Associations:
Greece PM Greece - http://www.pmgreece.gr
Corporate Member Organizations
Individual Certfication Scheme (4 Levels)
International PE Award (+ National PE Awards) Journals + otherpublications, Courses,
Benchmarking
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Approved by 40
PM-dedicated
Professional
Associations
Worldwide inMarch 2006
IPMA Individual Certification
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20 Technical:
PM matter
15Behavioural:
Personal
relationships
11 Contextual:Interaction with
context
IPMA Individual Certification
PM Competence definition (ICB3)
AProject is a SocialSystem
IPMA focuses on people!
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IPMA Basic Valuesfor Project Excellence
Social Responsibility
& Sustainability
Partnership
with Suppliers
Innovation Leadership Quality
Customer
Orientation
Process Orientation
Employee Development
& Participation
Result Orientation
Process & Results
Assessed
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IPMA Project Excellence Model
Leadership
Project
Objectives People
Resources
People
Other
Parties
Involved
KeyProcesses
2010 IPMA9 CRITERIA - 22 (14 + 8) sub-criteria
PROJECT MANAGEMENT PROJECT RESULTS
INNOVATION AND LEARNING
Customer
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IPMA AWARD Categories Medium-Sized Projects
Deployment after completion: 3 months
External sub-contractors: 1
Big-Sized Projects
Deployment after completion: 3 months Budget: 5 million Euro
People involved:50
External sub-contractors: 1
Mega-Sized Projects Deployment after completion: 6 months
Budget: 100 million Euro
People involved:> 100
External sub-contractors: 3
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Looking forward for more
success stories
EFQM FORUM 2003 HELSINKI - AWARD WINNER COCO-MAT
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