Quality Management



We have all heard of ‘they’ or ‘them’! You know, ‘they’ never give us enough material to do the job. ‘They’ didn’t leave it ready for us again. It was ‘them’ in (fill in the blank) department that delayed it. The problem is we refer to ‘them’ as though they were some completely isolated group from the organization we work in. While in fact ‘they’ are usually just another group of colleagues in our own department, in another department or an organization we partner with such as a supplier. Some of whom we have lunch with or shoot the breeze with on a regular basis.

In this free book, leaders of Baldrige Award winning, World Class, organizations from all sectors share their success stories and eye-opening results from their organization’s journey to excellence. (This includes the small business sector.)

This case study details the implementation of an extensive program of quality management at Wathen-Castanos, including training, the formation of Work Improvement Groups, benchmarking and the resulting impacts. It also discusses how quality was integrated to help support the building of green and energy efficient homes, all with limited resources. The NHQA criteria was used to coordinate and drive the improvement efforts.

Wathen-Castanos won the EVHA Builder of the Year in 2011, NHQA Bronze in 2010 and Silver in 2011.

 

Quality culture is essential not only to implement and establish quality management in an organization but also to sustain it.  A Quality culture is an organizational value based system that results in an environment that is conducive to the establishment and continual improvement of Quality.  To attempt the implementation of quality without creating a quality culture is to invite failure.

Gryna (2001) and Juran and Godfrey (1999) stated that to foster a quality culture, a company must have five behaviors.

The Organizational Excellence Committee for the Quality Management Division of ASQ has launched a webpage with a series of papers to support and promote Business Excellence Models such as Baldrige Criteria for Performance Excellence, the European Excellence Model and therefore, the National Housing Quality Award. So if you want to hear new perspectives and get new ideas on performance excellence, especially if you use the National Housing Quality Award Criteria this will be interesting reading. New papers will continue to be added.

Diversity in the workplace is a key issue in Baldrige Criteria for Performance Excellence. Diversity creates new perspectives, new viewpoints. Talking with colleague Michael Avramides recently reinforced this issue. Here is a thought from Michael on this important topic.

Memo to Human Resources: It's about time!   Lessons from a Movie Producer for Quality- and HR Managers

A study published in ASQ’s Quality Management Journal this month (Jan 2012) found that ISO9001 Certification (Quality Management Systems Requirements) improved workmanship performance substantially in construction projects. It establishes a substantial correlation between ISO9001 certification and the improvement of workmanship performance. 

Trade partners have used the National Housing Quality Award over the years as an application process to gain independent feedback on how they can improve their bottom-line and the criteria as a way to evaluate their own processes. Trades have used the NHQA to create fewer callbacks, lower cycle times and better overall quality.  Best practices include:

Remodeler winners of the National Housing Quality Award over the years cite a range of best practices that helped them to achieve this level of excellence. This includes the following as just a few.

Many people today still see quality as being about 'incremental improvement' rather than innovation and fast dynamic change and particularly those focusing on six sigma tend to see it as being about 'defect reduction/elimination' only. It is good to go back to the original source and for quality that means going back to Deming. Consider these points for how you run your business.

Deming considered that quality starts in one place, top management and it cannot be delegated.

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