| What
does Philip Crosby Associates provide? |
Philip
Crosby Associates provides a full service approach including needs
assessment, education, and implementation consulting to assist client
organizations to plan and implement Quality Improvement. |
| What
is the objective of a Quality Improvement Process? |
The
Objectives of the Quality Improvement Process are to make the client
more successful, developing its management team, people, processes,
and partners to better serve customers, improve products and services,
and reduce the non-valued expense of error and waste. |
| How
does PCA help an organization determine how to proceed? |
PCA
conducts on-site client assessments tailored to suit each company’s
perceived needs. Cost and schedule for the assessment varies with
the size, number of locations, and complexity of the client’s
organization. The strategy is developed with the client in the initial
meetings. Components of the assessment may include:
- Diagnostic
survey to identify employee perceptions about quality and assess
willingness to change
- Initial assessment
of the Price of Nonconformance (cost of non-quality) to establish
the need and potential cost savings
- Structured
interviews to uncover current operational problems and potential
benefits
|
| How
does Quality Management impact business? |
Most
organizations spend 25-40% of operating cost in non-valued activities
(the Price of Nonconformance™) because requirements are not clear,
communicated and consistently met. Implementation of the Quality Improvement
Process results in a planned and steady reduction of the Price of
Nonconformance, reducing cost and providing capacity to grow the business
without the need for additional capital and staff. |
| How
does Quality Management impact an organization's resources? |
The
Price of Nonconformance identifies and prioritizes for actions those
areas of resource utilization that may be reduced or eliminated. Improvement
can be achieved in any category of the following resource categories:
- Cash (receivables)
- Inventory
(raw material, work in process, finished goods)
- Payroll (turnover,
training, absenteeism)
- Plant (energy,
workflow, predictive maintenance)
- Materials
(scrap, rework, stock outages)
- Transportation
|
| How
does Quality Management impact employees? |
The
Quality Improvement Process provides education for all employees and
involves employees in quality improvement efforts tailored to the
individual role of the employee. The concept of "All Work is
a Process" personalizes the need for improvement and permits
the individual employee to examine situations in their own work that
impact coworkers and customers. Quality education also incorporates
teamwork concepts and techniques for facilitating team meetings to
promote cooperation and communication. The outcome is greater job
satisfaction, reduced hassles, and personal skills development that
make the employee more useful to the organization. |
| How
does Quality Management impact customers? |
The
foundational concepts of the Quality Improvement Process are the Four
Absolutes of Quality™. The first of these absolutes is that Quality
is defined as "Conformance to Requirements." The process
promotes a focus on understanding customer expectations, translating
those expectations into measurable requirements, developing products
and services that meet these requirements 100% of the time. The outcome
for the customer is improved satisfaction, reliability of products
and services, elimination of costly "second efforts," and
the potential for cost savings to be shared with the customer. |
| How
does Quality Management affect an organization's marketability? |
The
Quality Improvement Process is a recognized, proven management approach
to improve the quality of the organization’s products and services.
Our client companies are counted among the leaders of industry and
have been recognized through national quality awards. |
| Explain
the PCA approach to quality management. |
What’s
unique in Crosby’s approach is the focus on management leadership
that helps an organization to establish a culture of commitment and
improvement. This prepares the organization to move forward and ensures
a successful outcome. Rather than empower only a few "black belts"
as qualified practitioners of improvement techniques, PCA provides
education in quality concepts and skills throughout the organization,
resulting in greater participation and accountability at the individual
level.
The Quality
Improvement Process incorporates a broad range of management skills
and process improvement methodologies commonly used in industry.
The techniques taught are consistent with the requirements of ISO-9000
(2000), the practices of six sigma process improvement methodologies,
and the evaluation criteria of the Malcolm Baldrige National Quality
Award and the European Foundation for Quality Management.
|
| What
is Six Sigma and how does it relate to the Quality Improvement Process? |
Six Sigma is
a project-centered methodology for improving work processes. The
Six Sigma improvement model (Define, Measure, Analyze, Improve,
Control) incorporates many well-known quality improvement techniques
developed other the past fifty years.
- The 14-step
Quality Improvement Process provides the foundation for these
projects to be successful by implementing the systems of Measurement,
Cost of Quality, Corrective Action, Education, and Recognition.
- Quality Education
also provides the basic skills needed by employees to participate
on Six Sigma process improvement teams.
- PCA provides
implementation consulting assistance to select and facilitate
process improvement teams using the Six Sigma methodology.
|
| How
do the concepts of Lean Production relate to the Quality Improvement
Process? |
Lean
Production is a methodology for reengineering work methods to increase
customer value and reduce waste. The concepts and techniques of Lean
Production integrate well with the Quality Improvement Process. The
key to integrating these efforts is establishing a common language.
For example, The Lean concept of "Waste" is consistent with
the Price of Nonconformance™, what the organization spends when
thing are not done right the first time. |
| How
successful have other organizations been implementing PCA ’s
approach? |
Client
companies have successfully used the Quality Improvement Process for
over 20 years. Results achieved by client organizations are documented
in PCA publications. |
| Who
are some of the companies PCA has worked with? |
We
have worked with more than 1,500 companies around the world helping
them create and maintain a prevention-oriented organizational environment.
More than a million client employees worldwide have been educated
using our courses and materials. Current and past client organizations
include AAA Cooper Transportation, AFLAC, Allstate Insurance Company,
Amdahl Corporation, Amoco Chemicals Company, Armour Swift-Eckrich,
Armstrong World Industries, Brock Telecom, Chevron Oronite Additives,
Computer Science Corporation, Degussa Corporation, DSI Transports,
Inc., Ethan Allen, Inc., Fleetwood Enterprises, Inc., General Motors,
H.J. Heinz Company, IBM, Ingersoll-Rand Company, Johnson & Johnson,
Lutheran Social Services of Illinois, Marshall Brass, Milliken &
Co., Motorola Inc., National Car Rental, Palm Harbor Homes, Progress
Rail Services, Texas Instruments Inc., Texas Nameplate Company, Inc.,
The Kroger Company, Schreiber Foods, Inc., Sonoco Products Company,
Tell Tool, Inc., VHA of Pennsylvania, Westinghouse Electric Corp.,
Xerox. |
| Is
PCA ’s approach to Quality Management compatible with both service
and manufacturing? |
PCA
has worked with hundreds of client organizations of all types in both
the profit and non-profit sectors. This includes manufacturing, automotive,
healthcare, telecommunications, transportation, mining, public utilities,
agribusiness, food service, retail, hospitality, government, and education.
The concepts
and practices of quality management apply universally to all work
processes, and have been successfully implemented in companies of
all sizes.
|
| What
is the cost? |
Cost
to implement the Quality Improvement Process varies with the size
and complexity of the organization. A complete education and implementation
strategy is developed during the initial client meeting. PCA provides
management education, qualifies employee instructors, provides education
materials, and provides implementation consulting as described further
below. |
| How
difficult is it to implement? |
The
Quality Improvement Process is a proven model for managing organizational
change, and provides a comprehensive agenda of management actions
needed to lead this process of change.
Application
of the concepts is fully integrated into PCA education materials.
Managers are required to select and prioritize work processes for
improvement and to facilitate the application of improvement tools
with their subordinates.
|
| How
much time does it take? |
Implementation
of the Quality Improvement Process will take from 6-18 months depending
on the time commitment of management and the scheduling of employee
education. Results can and should be achieved within the first week
that education starts because education incorporates a facilitation
application of the skills taught. Early results are essential to demonstrating
the value of participation. PCA provides on-site consulting assistance
to ensure that clients apply the concepts of Quality Management to
achieve measurable results. |
| How
long does it take to educate? |
Leadership
Education begins with senior management (leadership team) attending
a four-day Quality Improvement Process Management (QIPM) College at
PCA facilities in Winter Park, FL or in a dedicated class performed
at a location selected by the client. This provides the overall direction
and strategy for the leadership time and the tactics needed to implement
quality improvement for the organization.
Management
One
or more client instructors attend an additional four-day class to
qualify to instruct managers, supervisors, and knowledge workers.
PCA provides education materials. This education takes place over
10 weeks (weekly 2-hour sessions) with practical application of
content occurring in the workplace between sessions.
Managers and
supervisors learn to facilitate education for employees (clerical,
hourly) using materials and facilitation guides provided by PCA.
Clients may select from three available education products ranging
from 4 hours to nine hours in content. This approach incorporates
both education and practical application to achieve early results.
Employees
Total
time to implement is dependent on number of employees and the number
of instructors qualified, but is typically 12-20 weeks.
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