Total quality management (tqm)ادارة الجودة الشاملة

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Total Quality Management (TQM)Dr.Ibrahim Alhariri21st -25th Nov 2016 -London21 25 Nov 2016www.ProjacsTraining.com123End45Done

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Introducing the TrainerDr.IBRAHIM ALHARIRI 396 YORK WAYLONDONN7 9LWMob: +447890380000 Email: [email protected] Skype :ITHARIRIhttps://www.youtube.com/watch?v=GJOka6GFwRw

21 25 Nov 2016www.ProjacsTraining.com

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Name?

Position?

Experience?

Expectations?Introducing Each Other21 25 Nov 2016www.ProjacsTraining.com

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Our Schedule 5 DayTraining Program:

08:30 Starting Time10:00-10:20 Coffee Break12:30 -12:00 Coffee Break14:00 Closing Time


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Rules of The WorkshopAttendance is a must.Participation is required.Freedom of speech & expression.Mobiles should be kept silent during training.No smoking in the conference room.Tea/coffee is allowed during training activities.Distribution of Certificate of Attendance.Lets enjoy our program together and Learn by Fun!21 25 Nov 2016www.ProjacsTraining.com

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Expectations21 25 Nov 2016www.ProjacsTraining.comObjectives: At the end of this course trainees will be able:Acknowledge a quality strategic frame workFind out how to put management IN TQMMaster the eight systems to implement TQMKnow TQMWho should attend? The Nominees for this course is all department, preferably: Quality department employeesQHSSE personnelsenior management in all departments

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AgendaDay OneQuality ManagementDefining Quality.Policy on Quality.Quality Statement.Absolutes of Quality.Four Pillars of Quality.3 P Equations.Quality Triangles.Role & Responsibilities.Grey Areas in Quality System - Guarding Services.Treatment of Grey Areas.Day TwoTotal Quality ManagementBasic PrinciplesCustomers and SuppliersContinual Process ImprovementTeam DrivenMeasurementImplementation21 25 Nov 2016www.ProjacsTraining.com7

AgendaDay ThreeISO 9001:2000 -AWARENESS PROGRAMMEIntroduction to ISOWhat Is Quality?The Triple RoleProcess ApproachFocus AreasQuality PolicyQuality ObjectivesTrainingInternal Quality AuditsControl Of Non-Conformances

Day FourPutting the Management in Total Quality Management: Creating A Strategic Framework The Strategic-Framework ProcessMission And VisionKey Results AreasKey Results MeasuresImprovement Strategies, Projects, And Action PlansMonitoring The FrameworkStrategic-Framework DocumentConclusion21 25 Nov 2016www.ProjacsTraining.com8

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AgendaDay FiveThe Eight-System Model for Implementing Total Quality ManagementThese Eight Systems Are:LeadershipStructureQuality PlanningTrainingRewards And RecognitionQuality MeasurementCommunicationQuality-Improvement Activities21 25 Nov 2016www.ProjacsTraining.com

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Spot the DifferenceLook Inwards!

Excercise

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Would you rather spend time to save money or spend money to save time?21 25 Nov 2016www.ProjacsTraining.com11

Quality Management


What is Quality? Doing things right the first time Working efficiently and in compliance with regulatory bodies Satisfying customer needs Supporting the companys Quality Policy


Why Quality?Reasons for quality becoming a cardinal priority for most organizations:Competition Todays market demand high quality products at low cost. Having `high quality reputation is not enough! Internal cost of maintaining the reputation should be less.Changing customer The new customer is not only commanding priority based on volume but is more demanding about the quality system.Changing product mix The shift from low volume, high price to high volume, low price have resulted in a need to reduce the internal cost of poor quality.1421 25 Nov 2016www.ProjacsTraining.com

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Why Quality?Product complexity As systems have become more complex, the reliability requirements for suppliers of components have become more stringent.Higher levels of customer satisfaction Higher customers expectations are getting spawned by increasing competition.Relatively simpler approaches to quality viz. product inspection for quality control and incorporation of internal cost of poor quality into the selling price, might not work for todays complex market environment.1521 25 Nov 2016www.ProjacsTraining.com

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Quality perspectivesEveryone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:PerfectionConsistencyEliminating wasteSpeed of deliveryCompliance with policies and proceduresDoing it right the first timeDelighting or pleasing customersTotal customer satisfaction and service1621 25 Nov 2016www.ProjacsTraining.com

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Quality perspectivesJudgmental perspective goodness of a product.Shewharts transcendental definition of quality absolute and universally recognizable, a mark of uncompromising standards and high achievement.Examples of products attributing to this image: Rolex watches, Lexus cars.Product-based perspectivefunction of a specific, measurable variable and that differences in quality reflect differences in quantity of some product attributes.Example: Quality and price perceived relationship.1721 25 Nov 2016www.ProjacsTraining.com

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Quality perspectivesUser-based perspective fitness for intended use.Individuals have different needs and wants, and hence different quality standards.Example Nissan offering dud models in US markets under the brand name Datson which the US customer didnt prefer.Value-based perspective quality product is the one that is as useful as competing products and is sold at a lesser price.US auto market Incentives offered by the Big Three are perceived to be compensation for lower quality.1821 25 Nov 2016www.ProjacsTraining.com

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Quality perspectivesManufacturing-based perspective the desirable outcome of a engineering and manufacturing practice, or conformance to specification.Engineering specifications are the key!Example: Coca-cola quality is about manufacturing a product that people can depend on every time they reach for it.1921 25 Nov 2016www.ProjacsTraining.com

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Quality levelsAt organizational level, we need to ask following questions:Which products and services meet your expectations?Which products and services you need that you are not currently receiving?At process level, we need to ask:What products and services are most important to the external customer?What processes produce those products and services?What are the key inputs to those processes?Which processes have most significant effects on the organizations performance standards?2021 25 Nov 2016www.ProjacsTraining.com

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Quality levelsAt the individual job level, we should ask:What is required by the customer?How can the requirements be measured?What is the specific standard for each measure?2121 25 Nov 2016www.ProjacsTraining.com

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History of quality managementTo know the future, know the past!

Before Industrial Revolution, skilled craftsmen served both as manufacturers and inspectors, building quality into their products through their considerable pride in their workmanship. Industrial Revolution changed this basic concept to interchangeable parts. Likes of Thomas Jefferson and F. W. Taylor (scientific management fame) emphasized on production efficiency and decomposed jobs into smaller work tasks. Holistic nature of manufacturing rejected!2221 25 Nov 2016www.ProjacsTraining.com

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History of quality managementStatistical approaches to quality control started at Western Electric with the separation of inspection division. Pioneers like Walter Shewhart, George Edwards, W. Edwards Deming and Joseph M. Juran were all employees of Western Electric.After World War II, under General MacArthur's Japan rebuilding plan, Deming and Juran went to Japan.Deming and Juran introduced statistical quality control theory to Japanese industry. The difference between approaches to quality in USA and Japan: Deming and Juran were able to convince the top managers the importance of quality. 2321 25 Nov 2016www.ProjacsTraining.com

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History of quality managementNext 20 odd years, when top managers in USA focused on marketing, production quantity and financial performance, Japanese managers improved quality at an unprecedented rate.Market started preferring Japanese products and American companies suffered immensely.America woke up to the quality revolution in early 1980s. Ford Motor Company consulted Dr. Deming to help transform its operations. (By then, 80-year-old Deming was virtually unknown in USA. Whereas Japanese government had instituted The Deming Prize for Quality in 1950.)2421 25 Nov 2016www.ProjacsTraining.com

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History of quality managementManagers started to realize that quality of management is more important than management of quality. Birth of the term Total Quality Management (TQM). TQM Integration of quality principles into organizations management systems.Early 1990s: Quality management principles started finding their way in service industry. FedEx, The Ritz-Carton Hotel Company were the quality leaders.TQM recognized worldwide: Countries like Korea, India, Spain and Brazil are mounting efforts to increase quality awareness.2521 25 Nov 2016www.ProjacsTraining.com

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History of quality management2621 25 Nov 2016www.ProjacsTraining.com

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27History of TQM philosophies

-1988 - ReengineeringKaizen Imai 19861980- -TQM-Quality Circles1970 Crosby-Zero Defect1960 Tallchi Ohno- Japan Quality Revolution 1950 - Ishikawa Rebuild Quality1940 - Deming Statistical Pholisophy 1920 Tylor - Time and Motion Study1990 - Educated Organization 1992 Balanced Scorecard 1993 6

Taiichi Ohno

Kaora IshikawaJuranDemingCrosby

Kaplan and Norton

DruckerWalter J. Shewhart

1930 - Shewhart- PDCA 2014L6

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Frederick Taylor(18561915), leading proponent of scientific managemen

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(1891- 1967)Walter J. Shewhart

father of statistical quality control.". PDCA:Planthe improvement2.Doand start the changeCheck the results of improvementAct to hold the gain or start again.

Evolution of TQM philosophiesThe Deming PhilosophyDefinition of quality, A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market.

30Improve qualityDecrease cost because of less rework, fewer mistakes.Productivity improvesCapture the market with better quality and reduced cost. Stay in businessLong-term competitive strength


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The Deming philosophyWilliam Edwards Deming (October 14, 1900December 20, 1993) was an American statistician, college professor, author, lecturer, and consultant. Deming is widely credited with improving production in the United States during World War II, although he is perhaps best known for his work in Japan.31


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The Deming philosophy14 points for management: Create and publish to all employees a statement of the aims and purposes of the company. The management must demonstrate their commitment to this statement.Learn the new philosophy.Understand the purpose of inspection to reduce the cost and improve the processes.End the practice of awarding business on the basis of price tag alone.Improve constantly and forever the system of production and service.


The Deming philosophyInstitute trainingTeach and institute leadership.Drive out fear. Create an environment of innovation.Optimize the team efforts towards the aims and purposes of the company.Eliminate exhortations for the workforce.Eliminate numerical quotas for production.Remove the barriers that rob pride of workmanship.Encourage learning and self-improvement.Take action to accomplish the transformation.3321 25 Nov 2016www.ProjacsTraining.com

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The Deming philosophyA System of Profound KnowledgeAppreciation for a system - A system is a set of functions or activities within an organization that work together to achieve organizational goals. Managements job is to optimize the system. (not parts of system, but the whole!). System requires co-operation.Psychology The designers and implementers of decisions are people. Hence understanding their psychology is important.


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The Deming philosophyUnderstanding process variation A production process contains many sources of variation. Reduction in variation improves quality. Two types of variations- common causes and special causes. Focus on the special causes. Common causes can be reduced only by change of technology.Theory of knowledge Management decisions should be driven by facts, data and justifiable theories. Dont follow the managements fads!3521 25 Nov 2016www.ProjacsTraining.com

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The Juran philosophyJoseph Moses Juran (December 24, 1904 February 28, 2008) was a 20th century management consultant who is principally remembered as an evangelist for quality and quality management, writing several influential books on these subjects.36


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The Juran philosophyPursue quality on two levels:The mission of the firm as a whole is to achieve high product quality.The mission of each individual department is to achieve high production quality.

Quality should be talked about in a language senior management understands: money (cost of poor quality).At operational level, focus should be on conformance to specifications through elimination of defects- use of statistical methods.3721 25 Nov 2016www.ProjacsTraining.com

The Juran Trilogy 3821 25 Nov 2016www.ProjacsTraining.com

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The Juran philosophyQuality Trilogy Quality planning: Process of preparing to meet quality goals. Involves understanding customer needs and developing product features.Quality control: Process of meeting quality goals during operations. Control parameters. Measuring the deviation and taking action.Quality improvement: Process for breaking through to unprecedented levels of performance. Identify areas of improvement and get the right people to bring about the change.3921 25 Nov 2016www.ProjacsTraining.com

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The Crosby philosophyPhilip Bayard "Phil" Crosby, (June 18, 1926August 18, 2001) was a businessman and author who contributed to management theory and quality management practices.Crosby initiated the Zero Defects program at the Martin Company Orlando, Florida plant. As the quality control manager of the Pershing missile program, Crosby was credited with a 25 percent reduction in the overall rejection rate and a 30 percent reduction in scrap costs.

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The Crosby philosophyAbsolutes of ManagementQuality means conformance to requirements not elegance.There is no such thing as quality problem.There is no such thing as economics of quality: it is always cheaper to do the job right the first time.The only performance measurement is the cost of quality: the cost of non-conformance.Basic Elements of Improvement Determination (commitment by the top management)Education (of the employees towards Zero Defects (ZD))Implementation (of the organizational processes towards ZD)4121 25 Nov 2016www.ProjacsTraining.com

The Crosby philosophy4221 25 Nov 2016www.ProjacsTraining.com

Kaora IshikawaKaoru Ishikawa was a Japanese organizational theorist, Professor at the Faculty of Engineering at The University of Tokyo, noted for his quality management innovations.WikipediaBorn:July 13, 1915,Tokyo, JapanDied:April 16, 1989,JapanEducation:University of TokyoAwards:Shewhart MedalFields:Quality,Chemical Engineering(QC Circle KoryoandHow to Operate QC Circle Activities), Ishikawa played a major role in the growth of quality circles.Toyota had 6000 QCs in 19604321 25 Nov 2016www.ProjacsTraining.com

Kaora Ishikawa4421 25 Nov 2016www.ProjacsTraining.com

Kaizen Imai 19864521 25 Nov 2016www.ProjacsTraining.com

Masaaki Imai(born, 1930) is a Japaneseorganizational theoristandmanagement consultant, known for his work onquality management, specifically onKaizen

Kaizen Imai 19864621 25 Nov 2016www.ProjacsTraining.comKaizen,, isJapanesefor "improvement". When used in the business sense and applied to the workplace, kaizen refers to activities thatcontinuously improveall functions and involve all employees from theCEOto theassembly lineworkers. It also applies to processes, such as purchasing andlogistics, that cross organizational boundaries into thesupply chain.[1]It has been applied in healthcare,[2]psychotherapy,[3]life-coaching, government, banking, fantasy hockey, and other industries.



Kaplan and Norton19924921 25 Nov 2016www.ProjacsTraining.com

Thebalanced scorecard(BSC) is a strategyperformance managementtool a semi-standard structuredreport, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1]The phrase 'balanced scorecard' is commonly used in two broad forms:As individual scorecards that contain measures to manage performance, those scorecards may be operational or have a more strategic intent; andAs a Strategic Management System, as originally defined by Kaplan & Norton.The critical characteristics that define a balanced scorecard are:[2]it focus on the strategic agenda of the organization concernedthe selection of a small number of data items to monitora mix of financial and non-financial data items.

Kaplan and NortonBalanced Scorecard5021 25 Nov 2016www.ProjacsTraining.com

Peter Ferdinand Drucker1909-20056 Sigma-1993Management By Objectives (MBO)5121 25 Nov 2016www.ProjacsTraining.com

Drucker6 Sigma-19935221 25 Nov 2016www.ProjacsTraining.com



Lean 6 Sigma-20145521 25 Nov 2016www.ProjacsTraining.comLean Six Sigmais a methodology that relies on a collaborative team effort to improve performance by systematically removing waste,[1]combininglean manufacturing/lean enterpriseandSix Sigmato eliminate the eight kinds of waste (muda): Transportation, Inventory, Motion, Waiting, Over production, Over processing, Defects, and Skills (abbreviated as 'TIMWOODS').

Lean 6 Sigma-20145621 25 Nov 2016www.ProjacsTraining.com







Ibrahim Alhariri philosophy 6321 25 Nov 2016www.ProjacsTraining.com

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Company Quality Policy The company is committed to customer satisfaction and product quality through strong supplier partnerships and by focusing on continuous improvement of its products and services.


The Quality Function DeliverablesManage complaints handling, Corrective and preventive action (CAPA ), supplier management system and ensuring compliance with regulatory requirements from training, 'standard operating procedure (SOP) , inspections, audits, labels, others


Quality Objectives Prepare the company for any FDA audit by ensuring that all complaints are documented and closed Maintain the CAPA and supplier management system Train suppliers and others on Quality Management System (QMS) Prepare to perform quality audits in both offices and suppliers sites Identify other improvement programs and support management metrics with the goal of efficient workflow from across the organization and supplier sites Perform other data analysis and investigations to streamline operations and ensure product quality


What is quality?Dictionary has many definitions: Essential characteristic, Superior, etc.Some definitions that have gained wide acceptance in various organizations: Quality is customer satisfaction, Quality is Fitness for Use.The American National Standards Institute (ANSI) and the American Society for Quality (ASQ) define quality as: The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs.


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Policy on Quality Company policy on quality is to supply and deliver products based on the concepts of "Quality, Tradition and Professional Knowledge".Our products must be considered to be among the best on the market.We seek to motivate our employees through regular training, and to promote professional competence, quality consciousness and job satisfaction at the workplace.


Policy on Quality In order to achieve this, we must have a management that: Takes active steps to ensure that the policy on quality and other objectives are understood and put into practice at all levels in the company.Allocates resources for setting up and operating an appropriate quality assurance system.Increases commitment to implementing the quality assurance system among employees and suppliers.


Policy on Quality We must have employees who: React to deviations from quality and take the initiative for improvements in their own work.Assume responsibility for satisfying customers' requirements and expectations.Know and understand Company objectives and policy on quality.


Quality statementsVision statement a short declaration of what the organization hopes to be tomorrow.Mission statement a statement of purpose who we are, who are our customers, what we do , and how we do it.Quality policy is a guide for everyone in the organization ,how they should provide products and services to the customers.21 25 Nov 2016www.ProjacsTraining.com71

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Absolutes of Quality ManagementAbsolutes answer four questionsWhat is quality?What system is needed to cause quality?What performance standard should be used?What measurement system is required?7221 25 Nov 2016www.ProjacsTraining.com

First AbsoluteThe definition of quality is conformance to requirementsQuality means conformance, not elegance or goodnessDo It Right the First Time (DIRFT) Management has 3 tasks related to this:Clearly establish requirementsSupply means to meet requirementsSpend time helping employees meet requirementsIn softwareinvest in quality requirements7321 25 Nov 2016www.ProjacsTraining.com

Quality RequirementsSoftware requirements must conform to the requirements for software requirements:CorrectCompleteUnambiguousConsistentTraceableModifiableVerifiablePrioritized7421 25 Nov 2016www.ProjacsTraining.com

The Second AbsoluteThe system of quality is preventionThe system for causing quality is prevention, not appraisal. An error that does not exist cant be missed. Secret of prevention is to look at process and identify opportunities for errorPrevention in software engineering is the result of a good process including early inspections, reviews, testing7521 25 Nov 2016www.ProjacsTraining.com

The Third AbsoluteThe performance standard is zero defectsNot a motivational program. It is a management standard tells people what is expected of them. Employees perform to the standards of the leaders.Mistakes caused by two factors:Lack of knowledge. Knowledge can be measured in deficiencies corrected through tried-and-true means. Lack of attention. Must be corrected by the person himself or herself. An attitude problem. 7621 25 Nov 2016www.ProjacsTraining.com

The Fourth AbsoluteThe measurement of quality is the price of nonconformanceTraditional quality measurements are technical in nature, however, they need to be converted to numbers that management understands. Price of Conformance. All expenses necessary to make things right. Quality functions, prevention efforts, quality education. Price of Nonconformance. All expenses involved in doing things wrong. Cost of fixing problems, correcting orders, correcting products, warranties. 7721 25 Nov 2016www.ProjacsTraining.com

Four Pillars for Making quality certain Management participation and attitudeOvercome traditional definition of qualityProfessional quality managementMust be at same level as other departmentsOriginal programsNumerous programs at unit levelTakes 4-5 years for concepts to take holdRecognitionShining star of the entire integrity system7821 25 Nov 2016www.ProjacsTraining.com

Grey Areas

Grey areas. Actions that are not illegal but which, under particular circumstances, could be inconsistent with a firms values are sometimes difficult to address because they are often dependent on facts and circumstances. 21 25 Nov 201679www.ProjacsTraining.com

Grey Areas

Those on the front lines are often called upon to exercise their discretion in fulfilling customer requests; these decisions are sometimes complex, and can vary across business lines. Under these circumstances, it is difficult to make a priori determinations on the best course of action or to draw bright lines. Firms need to develop frameworks to address these questions in a consistent manner. 21 25 Nov 201680www.ProjacsTraining.com

Grey Areas

Visible institutional leadership in resolving and sanctioning weak management of conduct risk will be important. Engaging business lines in cooperative approaches to identifying conduct risk such as reporting in the public interest may help overcome limitations of whistleblowing approaches, which risk implying putting employees and the institution on opposite sides.21 25 Nov 201681www.ProjacsTraining.com

Grey Areas

It was however noted that there was a significant amount of regulation and case law in existence which should help to give firms clarity on what constituted a breach of regulation or law.21 25 Nov 201682www.ProjacsTraining.com

Treatment of Grey Areas

Developing best practices. Several industry representatives see a need for the international community to develop best practices to support consistent treatment of grey areas. Given that supervisors and regulators see a range of practices across firms, they are best placed to develop such guidance. For instance, Japan provides examples of best practices based on on-site exams, and also publishes examples of bad practices.21 25 Nov 201683www.ProjacsTraining.com

Total Quality Management


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IntroductionTotal Quality Management (TQM) is enhancement to the traditional way of doing business.Total:- Made up of whole or Involvement of all levels in the organization Quality:-Degree of excellence a product or service provides or Conformance to agreed upon requirementsManagement:- Act, art or manner of handling, controlling, directing


IntroductionTQM is defined as both philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceeds customer needs now and in future.


IntroductionTotal Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services.


IntroductionWhat is a customer?Anyone who is impacted by the product or process delivered by an organization. External customer: The end user as well as intermediate processors. Other external customers may not be purchasers but may have some connection with the product.Internal customer: Other divisions of the company that receive the processed product.

What is a product?The output of the process carried out by the organization. It may be goods (e.g. automobiles, missile), software (e.g. a computer code, a report) or service (e.g. banking, insurance)8821 25 Nov 2016www.ProjacsTraining.com

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IntroductionHow is customer satisfaction achieved?Two dimensions: Product features and Freedom from deficiencies.Product features Refers to quality of design.Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use, Esthetics etc.Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.Freedom from deficiencies Refers to quality of conformance.Higher conformance means fewer complaints and increased customer satisfaction.8921 25 Nov 2016www.ProjacsTraining.com

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Definition of TQMSystematic activities of operating the whole units of a company effectively and efficiently to supply goods and services of quality satisfactory to customers at right time and at right price, thus contributing to attaining Business Purposes.

TQM is integrated organisational approach in delighting customers (both internal and external) by meeting their expectations on a continuous basis through everyone involved in the organisation, working on continuous improvement in all products, services, and processes along with proper problem solving methodology.


Definition of TQMTotal Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services.21 25 Nov 201691www.ProjacsTraining.com

Definition of TQM"TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society.Total Quality Management (TQM) is a management strategy aimed at embedding awareness of quality in all organizational processes.


Whats the goal of TQM?

Do the right things right the first time, every time.21 25 Nov 201693www.ProjacsTraining.com

Pillars of TQM1- Customer Focus: Studying customer needs, gathering customer requirements, and measuring and managing customer satisfaction. Customer satisfaction is seen as the company's highest priority. The company believes that it will only be successful if its customers are satisfied. 21 25 Nov 201694www.ProjacsTraining.com

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Pillars of TQM2- Process Management: Develop a production process that reduce the product variations. Applying the same process; the same product should be produces with the same level of quality every time. Teams are process-oriented, and interact with their internal customers to deliver the required results. Management's focus is on controlling the overall process, and rewarding teamwork. 21 25 Nov 201695www.ProjacsTraining.com

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Pillars of TQM3- Employee Empowerment (Human side of Quality): TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. On-going education and training of all employees supports the drive for quality. 21 25 Nov 201696www.ProjacsTraining.com

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Pillars of TQM4- Continuous Improvement: TQM recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality. Measurement and analysis id the tool that has been used for that. 21 25 Nov 201697www.ProjacsTraining.com

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Continuous Improvement (through measurement and analysis)Customer FocusProcessManagementEmployee Training & EmpowermentT. Q. M.

Reduce rework activities (Cost reduction) Shorter development cycle (Cost reduction) Increased customer satisfaction (Quality improvement) Pillars of TQM21 25 Nov 201698www.ProjacsTraining.com

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TQM six basic ConceptsManagement commitment to TQM principles and methods & long term Quality plans for the OrganizationFocus on customers Quality at all levels of the work force.Continuous improvement of the production/business process.Treating suppliers as partnersEstablish performance measures for the processes.


Seven QC Tools


Process improvement toolsSeven QC Tools: Flow chartsCheck sheetsHistogramsPareto diagramsCause-and-effect diagramsScatter diagramsControl charts10121 25 Nov 2016www.ProjacsTraining.com

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Flow chartsProcess map identifies the sequence of activities or the flow in a process. Objectively provides a picture of the steps needed to accomplish a task.Helps all employees understand how they fit into the process and who are their suppliers and customers. 21 25 Nov 2016102www.ProjacsTraining.com

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Flow chartsCan also pinpoint places where quality-related measurements should be taken. Also called process mapping and analysis.Very successfully implemented in various organizations. e.g. Motorola reduced manufacturing time for pagers using flow charts. 21 25 Nov 2016103www.ProjacsTraining.com

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Flow charts21 25 Nov 2016104www.ProjacsTraining.com

Check sheetsSpecial types of data collection forms in which the results may be interpreted on the form directly without additional processing.Data sheets use simple columnar or tabular forms to record data. However, to generate useful information from raw data, further processing generally is necessary.Additionally, including information such as specification limits makes the number of nonconforming items easily observable and provides an immediate indication of the quality of the process.10521 25 Nov 2016www.ProjacsTraining.com

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Check sheets106


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Pareto diagramsBased on the 85-15 Pareto distribution.Helpful in identifying the quality focus areas.Popularized by Juran.It is a histogram of the data from the largest frequency to the smallest.107


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Cause-effect diagramsAlso called fishbone diagrams (because of their shape) or Ishikawa diagrams.Helps in identifying root causes of the quality failure. (Helps in the diagnostic journey.)108


108svbsvjv

A general cause-and-effect diagram


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Scatter diagramsGraphical components of the regression analysis.Often used to point out relationship between variables. Statistical correlation analysis used to interpret scatter diagrams.110


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Run charts and Control chartsRun chart: Measurement against progression of time.Control chart: Add Upper Control Limit and Lower Control Limit to the run chart.111


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Quality Management Certificates


Elements in ISO 9000 Implementation


ISO 9001:2000Focusing


ISO 9001:2000Documentation Requirements


Two of the Most Important Objectives in the Revision of the ISO 9000- StandardTo develop a simplified set of standards that will be equally applicable to small as well as medium and large organizationsFor the amount and detail of documentation required to be more relevant to the desired results of the organizations process activities21 25 Nov 2016www.ProjacsTraining.com116

ISO 9001:2000Significantly reduces documentation requirementsIs much less prescriptiveAllows more flexibility in choice of documentation system


117It is stressed that ISO 9001 requires (and has always required) a Documented quality management system, and not a system of documents.

ISO 9001:2000Enables each organization to develop the minimum amount of documentation needed in order to demonstrate the effective planning, operation and control of its processes and the implementation and continual improvement of the effectiveness of its quality management system21 25 Nov 2016www.ProjacsTraining.com118

What Is a Document?Communication of informationEvidence of conformityKnowledge sharing21 25 Nov 2016www.ProjacsTraining.com119

119Main objectives of an organizations documentation, independent of whether or not it has implemented a formal QMS.

Communication of InformationThe type and extent of the documentation will depend on the nature of the organizations products and processesThe degree of formality of communication systemsThe level of communication skillsThe organizational structure21 25 Nov 2016www.ProjacsTraining.com120

Evidence of ConformityProvision of evidence that what was planned has actually been done.Say what you do, do what you say and prove it.21 25 Nov 2016www.ProjacsTraining.com121

Knowledge SharingIn order to disseminate and preserve the organizations experiences.Example: a technical specification, which can be used as a base for design and development of a new product.21 25 Nov 2016www.ProjacsTraining.com122

Document MediumsPaperMagneticElectronicPhotographicMaster SampleOther21 25 Nov 2016www.ProjacsTraining.com123

123Users are also referred to ISO/TR 10013 Guidelines for quality management systems documentation for further guidance.

Clause 4.1, General RequirementsDocumented statements of quality policy and quality objectivesA quality manualDocumented procedures required by the international standardDocuments needed by the organization to ensure effective planning, operation and control of its processesRecords required by the international standard21 25 Nov 2016www.ProjacsTraining.com124

124The notes after Clause 4.2 make it clear that where the standard specifically requires a documented procedure the procedure has to be established, documented, implemented and maintained.

Documented Statements of Quality Policy (1 of 2)Defined in Clause 5.3Appropriate to the purpose of the organizationIncludes a commitment to comply with requirements and continually improve the effectiveness of the Quality Management SystemA framework for establishing and quality objectives21 25 Nov 2016www.ProjacsTraining.com125

Documented Statements of Quality Policy (2 of 2)Defined in Clause 5.3Is communicated and understood within the organizationIs reviewed for continuing suitability21 25 Nov 2016www.ProjacsTraining.com126

126Quality Policy must be measurable

Documented Statements of Quality ObjectivesDefined in Clause 5.4.1Includes those needed to meet requirements for product [Clause 7.1]Are established at relevant functions and levels within the organizationAre measurable and consistent with Quality Policy21 25 Nov 2016www.ProjacsTraining.com127

Quality ManualMinimum content specified in Clause 4.2.2Scope of the Quality Management System, including details of and justification for any exclusionsDocumented procedures established for the QMS, or references to themDescription of the interaction between processes of the QMS21 25 Nov 2016www.ProjacsTraining.com128

Quality Manual-StructureStructure of the manual is a decision for the organization based on:Organizations sizeOrganizations complexityOrganizations cultureControlled in accordance with the requirements of Clause 4.2.3


Documented ProceduresRequired by ISO 9001:2000Control of documents (Clause 4.2.3)Control of records (Clause 4.2.4)Internal Audit (Clause 8.2.2)Control of nonconforming product (Clause 8.3)Corrective action (Clause 8.5.2)Preventive Action (Clause 8.5.3)21 25 Nov 2016www.ProjacsTraining.com130

Documents Needed by the OrganizationSpecifically referenced in ISO 9001:2000Quality policy (Clause 4.2.1a)Quality objectives (Clause 4.2.1a)Quality Manual (Clause 4.2.1b)21 25 Nov 2016www.ProjacsTraining.com131

Additional Documentation There are several requirements of ISO 9001:2000 where an organization could add value to its Quality Management System and demonstrate conformity by the preparation of other documents21 25 Nov 2016www.ProjacsTraining.com132

Additional DocumentationProcess maps, process flow charts,and/or process descriptionsOrganization chartsSpecificationsWork and/or test instructionsProduction schedulesApproved suppliers listsTest and inspection plansQuality plans21 25 Nov 2016www.ProjacsTraining.com133

Documented ProceduresControlled in accordance with Clause 4.2.3May combine the procedure for several activities into one documentMay require more than one document for a single procedureMay require additional procedures in order to implement an effective QMS21 25 Nov 2016www.ProjacsTraining.com134

RecordsRequirements for control of records are different from those for other documentsAll records have to be controlled in accordance with the requirements of Clause 4.2.4Organization are free to develop records that may be needed to demonstrate conformity of their processes, products, and QMS21 25 Nov 2016www.ProjacsTraining.com135

Required Records (1 0f 2)Management reviews (5.6.1)Education, training, skills and experience (6.2.2e)Evidence that the realization processes and resulting product fulfill requirements (7.1d)Design and development inputs (7.3.2)Results of design and development reviews (7.3.4)Results of design and development verificationResults of design and development validationResults of review of design and development changes (7.3.7)21 25 Nov 2016www.ProjacsTraining.com136

Required Records (2 of 2)Results of supplier evaluations (7.4.1)To demonstrate process validity where output cannot be measured (7.5.2d)The unique identification of a product (7.5.3)Customer property (7.5.4)Basis for calibration of measuring equipment (7.6a)Results of calibration (7.6)Internal audits (8.2.2)Release of product (8.2.2)Nonconforming product (8.3)Results of corrective action (8.5.2)Results of preventive action (8.5.3)21 25 Nov 2016www.ProjacsTraining.com137

Preparing to Implement a QMSProcess approachIdentify the processes necessary for effective implementationUnderstand interactions between these processesDocument the processes to assure effective operation and control21 25 Nov 2016www.ProjacsTraining.com138

Processes IncludeManagementResourcesProduct realizationMeasurement21 25 Nov 2016www.ProjacsTraining.com139

Process AnalysisShould be driving force for defining amount of documentation, taking into account the requirements of ISO 9001:2000Should not be the documentation that drives the processes21 25 Nov 2016www.ProjacsTraining.com140

Demonstrating Conformity With ISO 9001:2000May not need extensive documentationMust be able to provide objective evidence of effectiveness of processes and quality management system


Objective EvidenceData supporting the existence or verity of something (Clause 3.8.1 of ISO 9000:2000)May be obtained through observation, measurement, test or other meansDoes not necessarily depend on documented procedures, records or other documents except where specifically required by ISO 9001:200021 25 Nov 2016www.ProjacsTraining.com142

Objective EvidenceWhere the organization has no specific procedure for a particular activity, and this is not required by specification, it is acceptable for this activity to be conducted using as a basis the relevant clause of ISO 9001:2000Example: Internal and external audits21 25 Nov 2016www.ProjacsTraining.com143

Terms and DefinitionsDocument - information and its supporting medium (ISO 9000:2000 Clause 3.7.2)Procedure Specified way to carry out an activity (3.7.4)Quality Manual Document specifying the quality management system of an organizationQuality Plan document specifying which procedures and associated resources shall be applied, by whom and when to a specific project (3.7.5)Record document stating results achieved or providing evidence of activities performed (3.7.6)Specification document stating requirements21 25 Nov 2016www.ProjacsTraining.com144

Putting the Management in Total Quality Management


Values, Mission ,Vision, Strategic


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Example for Values, Mission ,Vision


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Mission And Vision


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Vision


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What is vision statement?Your VISION defines how you want your business to be seen externally by clients, suppliers, investors and even competitors. It's what you constantly strive to attain, and it becomes your reason for being.


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How to write vision statement?Take your time when writing a Vision Statement. Its a hard but very important task, learning how to write a Vision Statement takes time! It needs to be positive and inspirationalGet the 'feel' of Vision Statements by checking out the samples and examples of Vision Statements of some big companies and small establishmentsMake separate lists of the following:Services - What you do and how well you do it!Technology - Your use of TechnologyPeople involved in your establishmentPeople who attend your establishmentPeople who are involved in your establishmentThe Community21 25 Nov 2016www.ProjacsTraining.com151

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Contd..Your Values and PhilosophyYour Vision - future plans with aims and objectivesPick out the most important pointsObtain input from other peopleList some positive words - words of aspiration and inspiration for Vision statementsSelect your most important words and combine in one sentence or put your most important sentences together which must be combined in one short paragraphYou will now be in an excellent position and know how to write Vision statement


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ExamplesGM :- GMs vision is to be the world leader in transportation products and related services. We will earn our customers enthusiasm through continuous improvement driven by the integrity, teamwork, and innovationof GM people. DHL :- Customers trust DHL as the preferred global express and logistics partner, leading the industry in terms of quality, profitability and market share.McDonald:-McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile21 25 Nov 2016www.ProjacsTraining.com153

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Mission21 25 Nov 2016www.ProjacsTraining.com154

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What is mission statement?Your MISSION is what you intend to become oraccomplish. It should be challenging but achievable. A well-written mission statement demonstrates that you understand your business, have defined your unique focus, and can articulate your objectives concisely to yourself and others.


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How to write Mission statement?A Mission Statement should be short, concise, clear, vivid and inspiring. The most effective way to write a Mission Statement is to avoid jargon, complicated words or concepts - remember you are writing this for the public, not just employees of the company. A company Mission Statement should be included in documents such as Business Plans and Staff Handbooks. A Mission Statement can be described as a cross between a company slogan, or tagline, and an executive summary!21 25 Nov 2016www.ProjacsTraining.com156

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ExampleBank of America:- We believe, very simply, that it is the actions of individuals working together that build strong communities ... and that business has an obligation to support those actions in the communities it servesWal-Mart :-Our mission is to enhance and integrate our supplier diversity programs into all of our procurement practices and to be an advocate for minority- and women-owned businessesMicrosoft :- At Microsoft, we work to help people and businesses throughout the world realize their full potential. This is our mission. Everything we do reflects this mission and the values that make it possible


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Thomas Edison dreamed of a lamp that could be operated by electricity, began where he stood to put his dream into action, and despite more than ten thousand failures, he stood by that dream until he made it a physical reality. Practical dreamers do not quit!21 25 Nov 2016www.ProjacsTraining.com158

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Key Results AreasKRA's is the set of activities on which performances are rated. KRA's are Key Result Areas which are the main objectives of the employee in an organization. Key Result Areas or KRA's refer to general areas of outcomes or outputs for which a role is responsible. KRA's are also known as key work outputs (KWO's).


ProcessIndividual determine the KRAs of their roles :They list their main day to day responsibilities/ activities.They review the answers to their why questions, looking for common themes or areas.For each activity, they ask Why do I do this?They identify their KRAs from these themes.They share their KRAs, preferably with those they report to, those they work along with, and those who report to them.


Key Results AreasKRA or Key Results Areas are the things which are critical for an organization or employee to achieve.You need to identify what are the things that are most critical for an employee to be successful. You have to consider a lot of things in order to determine this. One of which is identifying "who are the employees customers" and asking "how can I best serve them" Common KRA's for an individual level are Quantity, Quality and Use of Time. 21 25 Nov 2016161www.ProjacsTraining.com

Key Results AreasOnce you have identified what are those Key Results Areas, next thing to do is putting a quantifiable measure. This is where KPI's come into play. Key Performance Indicators normally written in numbers, percentages, units and/or observable indicators. 21 25 Nov 2016162www.ProjacsTraining.com

Key Results AreasBelow are some samples of cascaded KRA: Company level - Increase Net Profit by 20% Department level (Sales dept.) - Increase market share by 35%Make sure that employee's KRA are aligned with the departmental objectives. If the company uses Balance Scorecard KRA must be aligned with the 4 perspectives. KRA are the results while KPI are the measures of results.21 25 Nov 2016163www.ProjacsTraining.com

KRAs prepared should beSpecific KRAs should be specific and should make sense.Measurable KRAs should be measurable. Achievable KRAs framed should be Achievable.Related to Job KRAs should be Related to job.Time Bound KRAs framed should be DEFINED FOR A SPECIFIC PERIOD. S21 25 Nov 2016www.ProjacsTraining.com164

Last theory :KRAs prepared should be21 25 Nov 2016www.ProjacsTraining.com165

Action PlansSpecify steps or actions required to attain an objective.Designate who will be held accountable for seeing the each step or action is completed.Define when these steps or actions will be carried out.Define resources needed to be allocated in order to carry out the required steps or actions.Define feedback mechanisms needed to monitor progress within each action step.21 25 Nov 2016www.ProjacsTraining.com166

The Eight-System Model for Implementing Total Quality Management


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INTEGRITYTRUST

TEAMWORKLEADERSHIPCOMMUNICATION

ETHICSTRAININGRECOGNITIONTHE EIGHTELEMENTS OF T. Q. M.21 25 Nov 2016www.ProjacsTraining.com

The Eight Elements of T. Q. M.I.- FOUNDATIONTQM is built on a foundation of ethics, integrity and trust. It fosters openness, fairness and sincerity and allows involvement by everyone. This is the key to unlocking the ultimate potential of TQM.

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The Eight Elements of T. Q. M.1.- ETHICSEthics is the discipline concerned with good and bad in any situation. It is a two-faceted subject represented by organizational and individual ethics. Organizational ethics establish a business code of ethics that outlines guidelines that all employees are to adhere to in the performance of their work. Individual ethics include personal rights or wrongs.

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The Eight Elements of T. Q. M.2.- INTEGRITYIntegrity implies honesty, morals, values, fairness, and adherence to the facts and sincerity. The characteristic is what customers (internal or external) expect and deserve to receive. People see the opposite of integrity as duplicity. TQM will not work in an atmosphere of duplicity.

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The Eight Elements of T. Q. M.3.- TRUSTTrust is a by-product of integrity and ethical conduct. Without trust, the framework of TQM cannot be built. Trust fosters full participation of all members. It allows empowerment that encourages pride ownership and it encourages commitment.

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The Eight Elements of T. Q. M.3.- TRUSTIt allows decision making at appropriate levels in the organization, fosters individual risk-taking for continuous improvement and helps to ensure that measurements focus on improvement of process and are not used to contend people. Trust is essential to ensure customer satisfaction. So, trust builds the cooperative environment essential for TQM.

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The Eight Elements of T. Q. M.II. BricksBasing on the strong foundation of trust, ethics and integrity, bricks are placed to reach the roof of recognition. It includes:TrainingTeamworkLeadership

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The Eight Elements of T. Q. M.4.- TRAININGTraining is very important for employees to be highly productive. Supervisors are solely responsible for implementing TQM within their departments, and teaching their employees the philosophies of TQM. Training that employees require are: interpersonal skills, the ability to function within teams, problem solving, decision making, job management, performance analysis and improvement, business economics and technical skills.

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The Eight Elements of T. Q. M.5.- TEAMWORKTo become successful in business, teamwork is also a key element of TQM. With the use of teams, the business will receive quicker and better solutions to problems. Teams also provide more permanent improvements in processes and operations. 176


The Eight Elements of T. Q. M.5.- TEAMWORKIn teams, people feel more comfortable bringing up problems that may occur, and can get help from other workers to find a solution and put into place. There are mainly three types of teams that TQM organizations adopt: A. Quality Improvement Teams or Excellence Teams (QITS) B. Problem Solving Teams (PST) C. Natural Work Teams (NWT)

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The Eight Elements of T. Q. M.5.- TEAMWORKA. Quality Improvement Teams or Excellence Teams (QITS) These are temporary teams with the purpose of dealing with specific problems that often re-occur. These teams are set up for period of three to twelve months.178


The Eight Elements of T. Q. M.5.- TEAMWORKB. Problem Solving Teams (PST) These are temporary teams to solve certain problems and also to identify and overcome causes of problems. They generally last from one week to three months.179


The Eight Elements of T. Q. M.5.- TEAMWORKC. Natural Work Teams (NWT) These teams consist of small groups of skilled workers who share tasks and responsibilities. These teams use concepts such as employee involvement teams, self-managing teams and quality circles. These teams generally work for one to two hours a week.180


The Eight Elements of T. Q. M.6.- LEADERSHIPIt is possibly the most important element in TQM. It appears everywhere in an organization. Leadership in TQM requires the manager to provide an inspiring vision, make strategic directions that are understood by all and to instill values that guide subordinates. 181


The Eight Elements of T. Q. M.6.- LEADERSHIPFor TQM to be successful in the business, the supervisor must be committed in leading his employees. A supervisor must understand TQM, believe in it and then demonstrate their belief and commitment through their daily practices of TQM. 182


The Eight Elements of T. Q. M.III.- BINDING MORTAR7. Communication It binds everything together. Starting from foundation to roof of the TQM house, everything is bound by strong mortar of communication. It acts as a vital link between all elements of TQM. Communication means a common understanding of ideas between the sender and the receiver. 18321 25 Nov 2016www.ProjacsTraining.com

The Eight Elements of T. Q. M.7.- COMMUNICATION The success of TQM demands communication with and among all the organization members, suppliers and customers. Supervisors must keep open airways where employees can send and receive information about the TQM process.


The Eight Elements of T. Q. M.7.- COMMUNICATION There are different ways of communication such as: A. Downward communication This is the dominant form of communication in an organization. Presentations and discussions basically do it. By this the supervisors are able to make the employees clear about TQM.18521 25 Nov 2016www.ProjacsTraining.com

The Eight Elements of T. Q. M.7.- COMMUNICATIONB. Upward communicationBy this the lower level of employees are able to provide suggestions to upper management of the affects of TQM. As employees provide insight and constructive criticism, supervisors must listen effectively to correct the situation that comes about through the use of TQM. This forms a level of trust between supervisors and employees. 18621 25 Nov 2016www.ProjacsTraining.com

The Eight Elements of T. Q. M.7.- COMMUNICATIONC. Sideways communication This type of communication is important because it breaks down barriers between departments. It also allows dealing with customers and suppliers in a more professional manner.18721 25 Nov 2016www.ProjacsTraining.com

The Eight Elements of T. Q. M.IV. ROOF8. Recognition is the last and final element in the entire system. It should be provided for both suggestions and achievements for teams as well as individuals. Employees strive to receive recognition for themselves and their teams. 18821 25 Nov 2016www.ProjacsTraining.com

The Eight Elements of T. Q. M.8.- RECOGNITIONDetecting and recognizing contributors is the most important job of a supervisor. As people are recognized, there can be huge changes in self-esteem, productivity, quality and the amount of effort exhorted to the task at hand. Recognition comes in its best form when it is immediately following an action that an employee has performed. 18921 25 Nov 2016www.ProjacsTraining.com

The Eight Elements of T. Q. M.8.- RECOGNITIONRecognition comes in different ways, places and time such as, Ways - It can be by way of personal letter from top management. Also by award banquets, plaques, trophies etc. Places - Good performers can be recognized in front of departments, on performance boards and also in front of top management. Time - Recognition can given at any time like in staff meeting, annual award banquets, etc. 19021 25 Nov 2016www.ProjacsTraining.com

Conclusion We can conclude that these eight elements are key in ensuring the success of TQM in an organization and that the supervisor is a huge part in developing these elements in the work place. Without these elements, the business entities cannot be successful TQM implementers.


Conclusion It is very clear from the above discussion that TQM without involving integrity, ethics and trust would be a great remiss, in fact it would be incomplete. Training is the key by which the organization creates a TQM environment. Leadership and teamwork go hand in hand. 19221 25 Nov 2016www.ProjacsTraining.com

Conclusion Lack of COMMUNICATION between departments, supervisors and employees create a burden on the whole TQM process. Last but not the least, RECOGNITION should be given to people who contributed to the overall completed task. Hence, lead by example, train employees to provide a quality product, create an environment where there is no fear to share knowledge, and give credit where credit is due.19321 25 Nov 2016www.ProjacsTraining.com

BRAINSTORMING


WHAT IS BRAINSTORMING?Brainstorming is a group activity technique.It is designed to generate lots of ideas for solution of a problem. The underlying principle is that the greater the number of ideas generated,the possibility that a quality solution will be found.Brainstorming is a commonly used tool by academics researchers and business teams.21 25 Nov 2016www.ProjacsTraining.com195

RULESThere are four basic rules in brainstorming. 1)Focus on quantity:If lots of ideas are generated it will be easy to produce a radical and effective solution. 2)Reserve criticism:Dont comment on any ideas.First accept all,at a later stage judge.


RULES3)Welcome unusual ideas:To get a good and long list of ideas,unusual ideas are welcomed.4)Combine and improve ideas:Good ideas may be combined to form a single better idea.


ProcedureDecide on the question or topic that you will present to the group during brainstorming.Give yourself a time limit.Choose the participants from five to twelve.21 25 Nov 2016www.ProjacsTraining.com198

ProcedurePlan how you will record the results of brainstorming session.Describe what you will do with the data.Go through all the ideas and make sure that the meaning of idea is clear.


Technques 1) FreewrtngWhen you freewrite,you write down whatever comes into your mind.You dont judge the quality of writing and dont worry about style, spelling, grammar or punctuation.When you have finished your writing and have reached your goal,read back over the text, decide the solution.21 25 Nov 2016www.ProjacsTraining.com200

Technques2) nomnal group technque Participants are asked to write their ideas anonymously.Then the moderator collects the ideas and each is voted on by the group.The best idea is chosen.21 25 Nov 2016www.ProjacsTraining.com201

Technques3) group passng technque Each person in a circular group writes down one idea,and then passes the piece of paper to the next person in a clockwise direction,who adds some thoughts.This continues until everybody gets his or her original piece of paper back.By this time,participants will have examined each idea in detail.21 25 Nov 2016www.ProjacsTraining.com202

Technques4) team dea mappng method This technique may improve collaboration and increase the quantity of ideas,and is designed so that all attendees participate and no ideas are rejected. The process begins with a well-defined topic.Each participant brainstorms individually,then all the ideas are merged onto one large idea map.21 25 Nov 2016www.ProjacsTraining.com203

Technques5) ndvdual branstormng It typically includes such techniques as free writing, free speaking, word association,and drawing a mind map,which people diagram their thoughts.Individual brainstorming is useful method in creative wiriting.


Technques6) queston branstormng This process involves brainstorming the questions,rather than trying to come up with immediate answers and short term solutions. Questions are important in that tecnique.We need a list of questions to reach to the best solution in an orderly way.21 25 Nov 2016www.ProjacsTraining.com205

Advantages & Dsadvantages of Branstormng AdvantagesMany ideas can be generated in a short time.Requires few material resources.The results can be used immediately or for possible use in other projects.Is a democratic way of generating ideas.The concept of brainstorming is easy to understand.


Advantages & Dsadvantages of BranstormngDisadvantagesRequires an experienced and sensitive faciliator who understands the social psychology of small groups.Requires a dedication to quantity rather than quality.Shy people can have difficulties in participating.May not be appropriate for some business or international cultures.21 25 Nov 2016www.ProjacsTraining.com207

Brainstorming Techniquewww.ProjacsTraining.com

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BrainstormingWhat is it?

Why do we need it?

A gathering of ideas from your brain onto paper. The variety of ideas and the use of your imagination assist you in producing a lot of material with which to work. Its the best way to collect your thoughts. Its helpful for organization. It ensures only quality ideas are used in the essay.

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Brainstorming TechniqueNumber OneFreewritingWhat is it? Think about the topic. Then write, write, write. Whatever comes into your brain even if it doesnt have to do with the topic. Example:www.ProjacsTraining.com21 25 Nov 2016210

Number OneFreewriting"This paper is supposed to be on the politics of tobacco production but even though I went to all the lectures and read the book I can't think of what to say and I've felt this way for four minutes now and I have 11 minutes left and I wonder if I'll keep thinking nothing during every minute but I'm not sure if it matters that I am babbling and I don't know what else to say about this topic and it is rainy today and I never noticed the number of cracks in that wall before and those cracks remind me of the walls in my grandfather's study and he smoked and he farmed and I wonder why he didn't farm tobacco..." www.ProjacsTraining.com21 25 Nov 2016Brainstorming Technique211

Number OneFreewritingOptions:Write for a specific time periodWrite for a specific amount of paper

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Number OneFreewritingWhen is it helpful?When you have NO ideas about a topicWhen you have TOO MANY ideas about a topic

Maybe I could say this or maybe I could say that hmmm

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Number TwoMaking a CubeWhat is it? Imagine a cube. It has six sides. On each side, you have a different task regarding the topic.

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Number TwoMaking a CubeDescribeSide One: Describe the topic.Side Two: Compare the topic.Side Three: Associate the topic.Side Four: Analyze the topic.Side Five: Apply the topic.Side Six: Argue for or against the topic.CompareAssociateAnalyzeApplyArguewww.ProjacsTraining.com21 25 Nov 2016Brainstorming Technique215

Number ThreeClusteringWhat is it?When you write down words or concepts associated with the topic any ideas that come into your mindwww.ProjacsTraining.com21 25 Nov 2016Brainstorming Technique216

Number ThreeClusteringDraw a bubble.And write the topic above it.Brainstorm!Now look for words that connect with each other. Circle the words and connect them with lines.

Global Warmingrainforests disappearing extinction emissions dangerousdying animals toxic world wideCars/SUVs factorieslandscape changes no icebergsexpensive to fix? hurricanes Reversible?


Number FourListing or BulletingWhat is it?Create a list of terms/ideas/concepts about the topic. Create multiple lists depending on the purpose.Global WarmingToxic fumesSUVs/CarsExtinctionBelief/DisbeliefKyoto Agreement

Belief/DisbeliefScientists disagreeAverage AmericanChina/USANormal occurrence or abnormal event?


Number FiveVenn DiagramWhat is it?Draw two circles that connect, like this:List two topics above the circles.Brainstorm about the topics what do they have in common and what is unique about each one.

Paris, FranceParis, TexasCitiesEiffel TowerCapitalBecame Paris in 400 A.D.francophoneCounty seatAnglophoneFounded in 1839www.ProjacsTraining.com21 25 Nov 2016Brainstorming Technique219

Number FiveVenn DiagramWhen is it used?When you are writing a comparison or contrast essay.

Paris, FranceParis, TexasCitiesEiffel TowerCapitalBecame Paris in 400 A.D.francophoneCounty seatanglophoneFounded in 1839


Number SixTree DiagramWhat is it?This diagram has a central idea to which you add branches that focus on details.


Number SixTree DiagramWhen do you use it?This type of diagram is helpful in classification essays.

MediaPrintVisualAudioNewspapermagazinebooklettelevisionwebpagemoviecdmp3cassettewww.ProjacsTraining.com21 25 Nov 2016Brainstorming Technique222

Number SevenAct like a JournalistWhat is it?Using the question words in English to explore the topic.Who? What? When? Where? Why? How?


Number SevenAct like a JournalistWhen is it useful?Use this technique when you want to write a narrative.Who? When? What? Where? Why? How?


Number EightT-DiagramWhat is it?Using a T shape, list a category that you want to compare or contrast about a specific topic or topics. Do this for a variety of categories.

Paris, France and Paris TexaslocationEuropeNorthern France

North AmericaNorthern Texaswww.ProjacsTraining.com21 25 Nov 2016Brainstorming Technique225

Number EightT-DiagramWhen is it useful?This technique helps when you are writing a contrast or comparison essay.

Paris, France and Paris TexaslocationEuropeNorthern France

North AmericaNorthern Texaswww.ProjacsTraining.com21 25 Nov 2016Brainstorming Technique226

Number NineSpoke DiagramWhat is it?Write the topic in a circle. Then think of about causes and effects. Write these around the circle like spokes on a wheel.

Global Warming too many people

cars/suvs not recycling chopping down trees

Crazy weather Loss of polar ice caps

dying animals


Number NineSpoke DiagramWhen is it useful?Use this technique when you want to explore cause and effect.

too many people

cars/suvs not recycling chopping down trees

Global Warming

Crazy weather loss of polar ice caps

dying animals


Questions & Comments ????Many thanks for your attendance & participation21 25 Nov 2016www.ProjacsTraining.com

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Leadership & Management

Total quality management (tqm)ادارة الجودة الشاملة