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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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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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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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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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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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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


Mega-Sized Projects Deployment after completion: 6 months

Budget: 100 million Euro

People involved:> 100


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Looking forward for more

success stories

EFQM FORUM 2003 HELSINKI - AWARD WINNER COCO-MAT

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