In-house training in total quality
- a means for attaining market leadership
Lennart Sandholm
Professor and President Sandholm Associates AB, Sweden
Abstract
Organizations that have been most successful in attaining market leadership have done so by adopting a strategy that includes a change in their internal culture. This change has been accomplished by a massive in-house training program in total quality. In order to be effective, such training programs must start at the top of the organizational pyramid and then pour their way down through the entire organization. All functions and all levels have to be involved. Such massive training programs have four components: seminars for top management and executives, workshops for all managers and other personnel in key positions, training of specialists, and broadly-based training for all other personnel.
1. IN-HOUSE TRAINING
An organization that wishes to become market leader or to significantly improve its profitability as a result of a genuine focus on quality will need some kind of strategy. However, organizations that choose their strategies solely on the basis of the latest fashion in methods will fail to reach their goals. What is needed are effective strategies. Essentially, there are four strategies that are relevant to companies wishing to achieve worth-while results: hands-on leadership, massive training, market orientation, and a quality improvement program.
If quantum leaps are to be achieved, measures based on all four strategies will be required.
For most organizations, a genuine focus on quality will mean a radical re-adjustment of their internal culture. This means that everyone's attitudes will need to be changed. Moreover, new skills and knowledge will be required in many areas. Bringing about these changes in attitudes and providing these skills is the purpose of massive input in the training field.
Training in quality is provided for everyone within the organization, regardless of function or level. Training must start with top management and then work its way down, level by level.
It has been found from the author's experience that such massive training programs have essentially four components:
Seminars for top management and executives aimed at giving insight into the importance of total quality for profitability and to show how top management can improve efficiency and profitability through "hands-on" leadership.
Workshops for all managers and other personnel in key positions. These workshops lead to understanding of how cross-functional activities are a prerequisite for successful work on quality.
Specialists in different functions are trained in the approaches and methods that are intended to be used in each function.
Broadly-based training is provided for all other personnel categories.
This training will enable each and everyone to understand their respective roles in quality work. It will also trigger off quality improvement projects.
The training has to be an integrated part of a program for achieving total quality. An example from an hospital, in which the author has been involved, is given in Fig. 1. This shows that the structure of the training can, in the individual case, vary slightly from what is indicated above.
Fig. 1 Total Quality Development at Danderyd Hospital
2. TOP MANAGEMENT SEMINARS
Top management has a tremendous influence on quality. This has been said many times. Still, however, there is a lack of professional and hands-on leadership in the field of quality. Without a sound knowledge of how to manage for quality top managers are often just paying lip service to quality or they might go for what is at the moment highlighted in business magazines. This means that they apply trendy concepts and tools (e.g. ISO 9000, benchmarking, process reengineering), without knowing if this is really what is needed in order to bring about much better results. Of course, there are exceptions.
The purpose of the top management seminars is to give clear understanding of the importance of quality for the result of the organization and to show how top management can considerably improve efficiency and profitability by providing hands-on leadership in quality.
Topics covered in these seminars are:
- From product quality to total quality
- What does quality mean to the organization?
- Profitability and quality
- Trends in quality
- Trendy vs. effective strategies for quality
- The role of top management
- Quality leadership
- Strategic quality planning
- Quality improvement
The seminars are carried out in the form of lectures and discussions focused on managerial matters. Ample time must be given for these discussions.
The duration of the seminars is usually one full day. It is the experience of the author that this amount of time is adequate in order to convince top managers of what must be expected of them.
3. WORKSHOPS FOR MANAGERS
Work is carried out in processes, the output of which is the goods and services that the organization offers its customers. The processes must be capable and efficient. They have also to be managed in such a way that they will generate the intended results.
In most cases, when it comes to major processes, more than one function is involved. This means that they are cross-functional in nature, and in order to achieve success in quality, it is essential to consider cross-functional issues.
According to the author's experience, this is the objective of the second component of an in-house training program in total quality.
This training is carried out as workshops for all personnel in managerial and other key positions.
Topics dealt with in these workshops are:
- From product quality to total quality
- Total quality management
- Quality strategies
- Quality in various functions
- Process management
- Customer relations
- Quality assessment
- Cost of poor quality
- Quality improvement
- The human quality ingredient
- Quality policy and goals
- Quality system
- Organizing for quality
An important part of these workshops is group work, directly relevant to the situation of the organization.
The groups should be as heterogeneous as possible - all functions should be represented in each group. Grouping in this manner can lead to very fruitful impulses and discussions.
The aim of management training must be to achieve a genuine change in the total quality work. The summing up based on the final group session is therefore of major importance. Decisions must be taken on how to continue the work preferably by identifying projects and setting up project groups for them. The projects can be directed towards processes or products. Follow-up meetings are then held.
4. TRAINING OF SPECIALISTS
In addition to managers, there are also many specialists who need to be trained in quality. The aim of this training is to give these specialists knowledge and understanding of the factors which influence quality in their respective functions. After completing the training, the specialists will be able to introduce effective methods in their own area.
The content of the training depends on the function (product development, production, purchasing, marketing, etc.). One example will be given and that is a training course for quality managers.
In the past quality was a matter of inspection. The focus was very often on product quality in the manufacturing areas. Now quality is seen in a broader perspective, which also includes the quality of all internal processes and functions, and the involvement of all the people in the organization (total quality).
This means that quality is an important strategic issue for the entire organization, in the same way as finance. Consequently, the competence possessed by the quality manager must be different from what it used to be. His or her role is more like that of the finance manager.
In order to meet the need for new types of competence, the author has developed a course for training of quality managers. The course has been given in the form of public course annually since 1991. It has also been given as an in-house course.
The course for quality manger lasts five weeks, and it is divided into three main parts:
1. Introduction and quality engineering
This part mainly covers basic concepts, developments, statistical methodology and computers in quality.
Duration: 2 weeks.
2. Quality control and assurance
This part deals with quality activities in different company functions, as well as the follow-up of these activities.
Duration: 2 weeks.
3. Quality management
This part goes into the overall management headed to bring about total quality.
Duration: 1 week.
The intervals between the parts are about 6 weeks. During these intervals, the participants have to carry out assignments which will consolidate the training in their own organization and work situation. On the return, reports on the assignments are presented and discussed.
These courses are highly appreciated. The participants come from various sectors - manufacturing, service, public authorities, national defense, health care, etc.
5. BROADLY-BASED TRAINING FOR ALL OTHER PERSONNEL
All other personnel also have to be trained. This type of training has to be provided by trainers from within the organization, as the trainers must have a sound knowledge of the organization, its activity and culture. The trainer must be able to answer very down-to-earth and practical questions raised by the participants.
In order to facilitate such broadly-based training, the author has developed a training package called "Focus on Quality". This material has been adapted to the condition and needs of various sectors. At present there are versions for manufacturing, service, health care and social services organizations. The language has been modified to the language used in each sector.
After completing "Focus on Quality" training the participants will:
- Be aware of the importance of quality for the development and success of the organization.
- Know what actions are being taken within the organization to ensure satisfied customers.
- Know how good quality can be achieved in their own work.
- Have a positive attitude towards quality at work.
- Be able to carry out quality improvements in their own area.
The training package "Focus on Quality" consists of:
- Work book
The work book contains factual material presented in a simple and straightforward way. Assignments and issues which the participants have to work on are given in direct connection with each subject field. This will continuously relate the training to their own work. Materials to enable participants to evaluate the situation within their own organization are also included in each unit, together with examples and other material from within the organization. The book is in the form of a ring binder. This makes it easy to supplement the different sections with examples and other material from the organization. Participants should have their own copy of the work book.
- Facilitator guide
The facilitator guide consists of the work book, supplemented with instructions and advice to the trainer/facilitator. These aids for the facilitator are on the same spread as the text from the work book (i.e. work book text on the right, instructions and advice on the left).
- Reference literature
As reference for the facilitator, the training package includes the book "Total Quality Management" by Lennart Sandholm, a set of ISO 9000 standards and a description (including criteria) of the National Quality Award. Suggestions for further reading with references to the literature are provided in the facilitator guide.
- Video
A video cassette with short cases is included in order to provide a basis for discussions.
- Visual aids
There are about 200 visual aids to be used by the facilitator for overhead presentation.
- Case
All materials are housed in a special case which makes it easy to carry around.
- Training of facilitators
In order to make "Focus on Quality" training as effective as possible, the package also includes a three-day course for facilitators. In this course, the future facilitators are trained in how to prepare for and carry out the training.
The contents of "Focus on Quality" training programs are as follows:
1. What do we mean by quality?
Concepts of quality and total quality. External and internal customers. Customers' perception of quality. Profitability and quality. Developments in quality. National quality awards. What are successful organizations doing?
2. How do we manage for quality?
Everybody influences quality. Co-operation and co-ordination. Effective quality strategies. Leadership for quality. ISO 9000. Work is carried out in processes. Triple role concept. Process description and analysis. Process ownership.
3. How do people influence quality?
Individual controllable and system controllable problems. Prerequisites for good results. The manager as a quality leader. Training for better quality. Resistance to change.
4. How do we develop quality products?
A structured approach. Planning tools. Verification activities. Quality planning. Quality related activities.
5. How do we manufacture quality products?
Factors influencing quality. Variability. Process capability. Process control. Operator control. Inspection. Measuring equipment. Manufacturing planning.
6. How do we get information about quality?
Feedback of information. Inspection data. Defects and failures. Costs of poor quality. Quality auditing. Customer information. Benchmarking.
7. How do we improve quality?
Sporadic problems. Chronic problems. Quality improvement sequence. Quality improvement in practice. Continuous quality improvement.
8. What do we do next?
Action plan. Project work. Quality improvement work never ends.
The contents given above are for the version for manufacturing enterprises. The contents of the service oriented versions are in principle the same, except for chapters 4 and 5.
The training is carried out as follows:
- Individual studies
Each participant reads through, on his or her own, the section of the work book that will be discussed at the next training session.
- Exposition
The facilitator goes through the portions in question.
- Own activities
The participants are involved in assignments, both individually and in small groups.
- Discussions
The assignments will stimulate discussions.
- Knowledge follow up
The participants follow up what they have learnt, using a battery of multiple choice questions for each chapter.
- Assessment
The participants assess the situation of the organization using a check list at the end of each chapter.
- Project work
Quality improvement projects are carried out in small groups. Each group selects a project based on the assessment and carries out the work on the basis of a structured plan.
- Continuous improvement
After completing the first project, the participants then continue with more improvement projects.
Although the training material has a fixed structure, the training can be very flexible. Each chapter can be used for one to four hours, depending on the emphasis to be placed on the particular chapter. The emphasis to be placed on each chapter will vary from organization to organization and from group to group. In some units more examples could be taken from the organization than in others. As a rule, a longer period of training is needed for managers and supervisors than for personnel in non-supervising positions.
A suitable approach is to spread the training over a number of sessions, 2 to 4 hours in duration. In one organization it may be suitable to take 8 hours spread over 4 sessions, in another organization 32 hours spread over 8 sessions. There is a great deal of built-in flexibility to suit the needs of different organizations and groups.
At the end of each of the first seven chapters an assessment is made of the current situation in the organization with respect to the area in question, which is followed by a discussion. Ten questions are given for each of these chapters, by means of which decisions can be made on what measures are needed to achieve better result.
In the final session a discussion should be held on future activities. This should result in a plan of action which also includes improvement project work.
"Focus on Quality" training programs have been carried out in many organizations representing various sectors of industry, such as mechanical engineering, food, pharmaceuticals, electronics, pulp and paper, steel, packaging materials, building materials, power generation and distribution. The service oriented version of the program has been given in various service organizations, including health care, social services, national defense, financial auditing, etc. The feedback has been very rewarding. The attitudes in the organizations have changed and a great many of improvements have been carried out.
6. TRAINING IS NOT THE END
A massive in-house training program in total quality is not an end in itself. It is one ingredient in an overall program for attaining market leadership through quality. The training has to initiate, stimulate and support measures related to leadership, market orientation and improvements. As a consequence of the massive training, the organization will develop itself with a focus on total quality. The real result of all these efforts is measured by the customers, as expressed in customer satisfaction.
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