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Introduction

Scientific Management & Human Relations

Total Quality Management

Deming

TQM: A Critique

TQM and Scietific Management: Cohabitation or Separation?

The Learning Organization

Heuristic tools & QI Methodologies

Deployment

ISO 9000

Summary

Useful Material

I. Introduction

• Initial data | Initial questions
• TQM: Definitions
• How would you describe? | What is Quality?
• Paradigms | The turtle
• The course's purposes | Critical Thinking

II. Scientific Management & Human Relations

• Modern Times
• Lucy and Ethel wrap chocolates! -- A brief (3 mins.) comic view of life on the assembly line
  
• Weber | Taylor | Fayol | Mayo
  (Note, we will cover only Taylor and Mayo.)
• The Taylor Slides
• Monitoring
  
• The Mayo Slides
• Mayo's Thesis - a visual
• The Traditional work system
• Herzberg: So, how do you motivate your employees?
  

III. Total Quality Management

• TQM
  • The limits of Scientific Management
  • Quality-Hostile Assumptions
  • TQM: Definitions
  • TQM plan (visual)
  • If Japan Can Why Can't We?  (Minute 60 - 73)
    
  • Elements of TQM (point format)
  • Elements of TQM - Long
  • Deming's 14 points | Deming's 14 points (detailed)
  • Deming's 7 deadly diseases
  • Elements of TQM - Short 
  • Profound Knowledge (point format)
  • The TQM HRM Assumptions
  • So, is it really TQM?

• EMPOWERMENT
  
• Definition and Cognitive Elements
• External vs. Internal Commitment
• The Limits of Empowerment
• When Empowerment Doesn't Work
  

IV. Deming

• Notes on Deming: A |  B | C (If Japan Can... Why Can't We?)
• Deming's 14 points
• Deming's 7 deadly diseases
• Profound Knowledge
• The red bead experiment
  
• Deming's Puzzle
• The Funnel Experiment: Tampering vs. Improvement | Processes out of control
• Some basics about variation
• TQM or Performance Appraisal

V. TQM: A Critique

• Long | Short | Turtle
• Paradigm Issues in TQM Implementation

 VI. TQM and Scientific Management: Cohabitation or Separation?

• Lincoln Electric | LE- Company site | LE - History
• News Hour Making Sense - Share and Share Alike (YouTube 1992; RunTime = 15:41)
  
• News Hour Making Sense - Cleveland Company Welds Job Security with Profits (YouTube 2011; Runtime = 9:25)
  
• PBS - Lincoln Electric (Runtime = 9:39)
  
• Scientific Management or TQM? (Leavitt and Lawler)
• Congruence Model

VII. The Learning Organization

• Total Quality Control vs. Total Quality Learning:   A | B
• The Learning Organization | Slides

VIII. Heuristic Tools and QI Methodologies
Note, Quality Circle, DMAIC and the Juran Trilogy are three methodologies.  Fishbone Diagrams, Pareto Charts, and Process Mapping and Analysis are tools that can be used at a unit level by supervisors/team leaders.

• Quality Circle  | Operational Steps | Continuous Improvement and Standardization | The CN Example
  
• DMAIC
• The Juran Trilogy | Diagram | Mission and Customers
• Fishbone Diagram  | Constructing the diagram
• Pareto Charts: Part I | Part II
• Process Mapping and Analysis | Symbols | Example of a primary process
  

IX. Deployment

• Implementation Architecture
• Intangible factors in TQM implementation
• The congruence model
• The organization's governing ideas 
• Incremental vs. systemic change
• Customers 
• Assessing the organization's readiness for the TQM transformation
• The turtle
  

X. ISO 9000

• ISO 9000
• International Standard ISO900

XI. SUMMARY

• Summary

XII. Useful Material

• Teams and Culture
• American Society for Quality Control (ASQC)
• ISO
• Juran Institute
• The Quality Portal