Implementing TQ in the Construction Industry - A Practical Guide

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Implementing TQin the constructionindustryA PRACTICAL GUIDE

1 -ThomasTelfordLicensedcopyfromCIS:college1,,24/07/2013,UncontrolledCopy.


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Published by Thom as Telford Publishing, Thomas Telford Services Ltd, 1 Heron Quay, London E14 4JDFirst published 1996

Distributors for Thomas Telford books areUSA: American Society of Civil Engineers, Publications Sales Department, 345 East 47th Street, New York, NYJapan: Maruzen Co. Ltd, Book Department, 3A10 Nihonbashi 2-chome, Chuo-ku, Tokyo 103Australia: DA Book s and Journals, 648 W hitehorse Road, Mitcham 3 132, Victoria10017-2398

All cartoons drawn by Paul Cemm ick of Sharpline Studios, BrightonCopyright retained by the ECI

The 49 slides in Appendix G may be reproduced free of charge, without the prior written permission of theBooks Publisher.

A catalogue record for this book is available from the British LibraryClassificationAvailability: UnrestrictedContent: Based on best current practiceStatus: Committee-guidedUser: Civil engineering and construction managersISBN: 0 7277 2507 6

The European Construction Institute, 1996All rights, including translation reserved. Except for fair copying, no part of this publication, exce pt for the slidesin Appendix G, may be reproduced, stored in a retrieval system or transmitted in any form or by any means,electronic, mechanical, photocopying or otherwise, without the prior written permission of the Books Publisher,Thom as Telford Publishing, Thom as Telford Services Ltd, 1 Heron Quay, London E14 4JD.This book is published on the understanding that the author is solely responsible for the statements made andopinions expressed in it and that its publication does not necessarily imply that such statements andor opinionsare or reflect the views o r opinions of the publishers.Typeset by the European Construction InstitutePrinted in Great Britain by Prime L ithographic Limited, Ealing, London

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Preface

This handbook has been researched and published for the construction industry to givepractical advice on the use of Total Quality. Total Quality is an umbrella phrase coveringcontinuous improvement, Quality systems and standards (eg IS09000), culture change andstaff development (eg Investors in People).The members of the four teams who participated in this venture were drawn from client,contractor and consultant backgrounds. The project has been part hnded by theDepartment of the Environment's Construction Sponsorship Directorate under its Partnersin Technology programme.The guidance contained in this handbook, and the companion workbook - Grow your ownQuality Improvement Team is appropriate to all types of organisation in the constructionindustry. Some of the techniques described will only be applicable for those with twenty ormore staff, but firms smaller than this should be able to adapt many of the principles.The construction industry covers all aspects of developing, constructing andcommissioning capital projects for clients/owners. It also offers support in operating,maintaining and ultimately demolishing the capital assets provided by the projects. Theindustry spans a wide spectrum of activities from building and civil engineering to oil, gasand nuclear plant. Stakeholders are numerous and include manufacturers, suppliers,fabricators, architects, engineers, surveyors and building contactors. In addition, banksand insurance companies are involved in financing and risk sharing roles. Most of thestakeholders subscribe to institutions which work to represent their members in theindustry.The value of the output of the industry in the UK is approximately &50billion, which is asignificant 8% of the country's GDP (Gross Domestic Product). Large constructioncompanies (with 80 or more employees) account for over 40% of the work load by valueand set the lead in the industry. However much of their work is subcontracted tocompanies employing less than twenty staff.The construction industry therefore has a multiplicity of regulation, numerous stakeholdersand in many instances a one-off unique product to produce. Much work has been done inrecent years to reduce the adversarial nature of contractual relationships and to concentrateeffort on partnering or alliancing arrangements between stakeholders. The principles ofrisk and reward sharing need to be more widely implemented to improve performance onprojects and provide substantial reductions in cost and time, and improvements in thedelivered quality of projects. Total Quality is recognised as being a key ingredient inachieving this breakthrough in performance.

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The European Construction Institute is dedicated to improving the performance of theconstru ction industry. It carries out research through task tea&, set up with resourcesfrom mem ber companies, who explore the key issues of the day and formulate proposalsfor improvem ent. The ECI TQ task team w ishes to thank the following organisationsfor their co ntributio ns to this projectBalfour Beatty Civil Engineering LtdBalfour Beatty P rojects and Engineering Ltd

British Gas plcB. P. International

Brown and Root LtdBusiness Enhancement Ltd

Business Round TableChevron UK Ltd

Clugston ConstructionConstruction Industry Institute

Dupont EngineeringThe Department of the Environment

Ernest Ireland C onstructionFoster Wheeler Energy Ltd

Galliford MidlandsJohn B rown Engineers and Constructors Ltd

Laing Industrial Engineering and Construction LtdThe Latham Initiative

Lloyd's Register Industrial DivisionLoughborough University of Technology

Mobil Oil Company LtdM. W. Kellogg LtdNational Power plc

Stone and W ebster Engineering LtdShell UK Ltd

Texaco Britain LtdTQM International

Venn Associates

Any reader interested in more information about the ECI and its work is advised tocontact Caroline Davis, Head of Communications and AdministrationEuropean Construction Institute, Sir Arnold Hall BuildingLoughborough Universityof Echnologv, LoughboroughLeicestershire,LE11 3TU, United KingdomInternet http://info. ut.ac. uWdepartments/cv/eciEl 0150 - 922 - 2620 F ~ x 150 926 - 0118

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How to use this handbookA Total Quality approach has been widely and successfdly used in manufacturing andmany service industries to reduce costs, increase productivity and improve quality for thebenefit of customers. The broad aim of this handbook is to widen the understanding anduptake in the construction industry of the methods and tools which are collectively knownas Total Quality (TQ).The handbook has four self contained sections, each addressing the subject from adifferent point of view. The emphasis is on practical help, i.e. what to do and how. Thesections are as follows.

Chapters 1 and 2 - Influencing top managem ent and starting your T Q programm eTop managers of large or small companies that have heard about TQ and want to know

* what TQ isIt what it could do for their company (with real examples)* how much it would cost~r how long it would take-It what to do to get started

It includes example budgets, schedules, surveys and presentation material.Chapters 3 and 4 - Culture change and how to involve employ eesTop and middle management, and project and team leaders who want to start using TQwith their group. The key to this is changing the culture. Chapter three covers

* what is a company's culture?It why change your culture?* how to get startedChapter four is a detailed programme to begin changing the culture and working habits of asmall team. It includes* presentation slides (reproduction permitted) with notes to run the programme* a flowchart with approximate durations and the slides required

examples and a complete case studyChapter 5 - TQ in a construction projectProject directors, managers and lead engineers who want

to know how TQ can help their project* examples of how it has worked in other projects* the principles they should concentrate on* the actions to take during each of the project phasesChapter 6 - Benchm aking the construction project processTop and middle managers considering the use of benchmarking. Chapter six includes

It the different types of benchmarking* how it is done~r questionnaires to measure construction processes

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Con tents1 Influencing to p m anagement 12 Starting your TQ programme 17

Appendix A - Questionnaires 31Appendix B - Seminar training exercises 41

495357

Appendix C - EC I measurement matrixAppendix D - Sources of adviceAppendix E - Experienc e from America

3 Culture changeAppendix F - TQ questionnaire

4 How to involve employeesAppendix G - SlidesAppendix H - Case study

6777

81117167

5 T Q in a construction project 1996 Benchmarking the construction project process 241

25525926 1

Appendix I - Glossary of termsAppendix J - Benchmarking co de of conductAppendix K - Benchmarking questionnaire

Index 279

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1. Influencing top m anagementWhy start Total Quality?The three reasons most commonly cited by companies as to why they started TQ are

* to reduce cost, improve profitability or to improve performance* customers wanted it* the chief executive wanted itThe basic purpose of a business is to make a profit by selling a product or service at agreater price than it costs to provide. An operation can only be justified if it adds value orreduces costs. TQ does reduce costs, improve profitability and performance, for somereal examples see page 14. Some of the advantages can be achieved quickly, but the f u l lbenefits may only be apparent over several years.Customers have wanted TQ for broadly two reasons: they are a client company with a TQstrategy in place and want to extend it to their suppliers and so benefit from the resultingimproved relationships, or they would prefer to deal with a company that visibly focuseson its customers and is always trying to improve.What the chief executive wants the chief executive gets is often but not always the caseConversely, without commitment from the top, plans are unlikely to be implemented.Almost without exception every successful TQ company has a leader with a long termbelief in TQ - a Quality Champion.These are so called 'hard', tangible drivers. Other firms have initiated TQ for 'people'reasons; it improves morale, team working, communication, trust and such like andreduces staff turnover and absenteeism. These 'soft' issues still have a strong indirecteffect on the bottom line.

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Why should your company start TQ?

2

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You wan t to keep your current custom ers by giving them a better product, a betterservice and by listening to themYou want to win new customers by having a reputation of being good to work with,customer focused and innovativeTo save money. Th e 'Cost of Quality' - prevention, inspection and correction - mayaccount for up to 40% of turnover (source ICAEM), so any reduction will have adirect effect on profitsTo improve your company by instilling the attitude in all staff of continuouslylook ing for improvements and better ways of working

Some attitudes in the construction industry cause needless expense and can beimproved from 'them and us' to team work, from adversarial contracts to partneringand alliancing, from barriers to open comm unicationIt is an opportunity to get ahead of your competitors - TQ is becoming m ore widelyrecognised, so starting on the road early will give you a competitive advantage in theh t u r eYou want to influence your suppliers to participate in the process of continuouslyimproving service to your customers

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What Is Total Quality?Total Quality is nothing new, much of it is common sense and you are probablyapplying a majority of that already. It is a fresh approach to improving the efficiency,com petitiveness and profitability of a com pany. Just because it refers to quality, it is not allabout paperw ork. It is about people and processes.TQ is a long term programme and will not provide a 'quick fix' solution to any situation.Once TQ is embarked upon it is a continuous journey to improve your way of working.Indeed, if a com pany decides that it has reached the point of producing to the right qualitywithout any hr th e r need for TQ, then that would be the start of a decline in quality.TQ involves a culture change throughout the organisation where everyone is encouragedand able to satisfy both internal and external customers' demands or requirements and t ostrive for continuous improvement. This may be achieved by encouraging constructivecriticism, self appraisal and a team spirit amongst employees, where the good of thecompany is seen as the objective, rather than the goo d o f the departme nt.Improv eme nts gained through TQ activities must be measured and monitored to show theirbenefits. OAen this may be difficult to achieve as there are alw ays visible and invisiblebenefits of TQ. However, various parameters must be highlighted, depending upon theimprovemen t, to show that there are direct benefits in improving efficiency.The word 'total' is meant to emphasise the fact that it must involve everyone in theorga nisation . This is different to implementing Quality Assurance, where no t everyone isinvolved to the same degree- with TQ the benefits may be seen for everyone, includingengineers, painters, directors, receptionists and security guards. TQ is a means ofimproving the way you operate at every level and every process you are involved in.Everyone is required to review the way they operate and suggest methods of improvingboth the w ay they work and the way work is given to them.It is of course a m atter of making money at the end of the day and TQ is recognised as a wayof im proving efficiency and effec tiveness which in turn will lead to increased profitability.It is not only a means of reducing errors and w asted effort, although that is an importantaspect of TQ , but is also a method of supplying your external client with a quality produc t.Qua lity is seen as 'fitness for purpose', and will ensure that your cu stom ers consider you forfuture work.

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What is the difference between TQ and QA?

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2

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8

9

10

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Qua lity AssuranceQA is only part of TQ. It is asystematic approach whichgives adequate confidence andsatisfies given requirements.Part of quality improvementprocessA systematic approach,influences attitudes andworking environmentAims to ensure customers'requirements are met everytimeProvides a base line formeasuring the cost of qualityProvides confidence to thecustomer of the quality of theproduct or serviceProvides the means to reducewasteEnhances publicity and image

Provides procedures for doingthings right

Improvement is by eliminatingrecurring problems

Requires a structuredorganisation and a statementof key responsibilitiesDirective and providesprocedures for all activitiesand working practices

Total QualityTQ is a process to give continuous improvement inthe performance of all activities, which providessatisfaction for customers, both internal or externaland includes principles, tools and techniques

~

A process for continuous improvement

Changes attitudes and the working environmentand provides tools, techniques and systems forcontinuous improvementCreates a 'right first time' attitude to delightcustomers

Cost of quality is recognised as vital, and providesmeasurement for continuous improvementThe supplier of the product or service isrecognised as a quality company by customers andemployeesSeeks to eliminate waste

Attracts publicity and company used as a rolemodel for quality

~~

Provides for doing the right things right

Improvement is by cultural change, based onmeasurement of performance and elimination ofroot causes and constraintsCreates a culture in the organisation that seeks toimprove in all its activities continuously

Focuses on a full understanding of the variousbusiness processes by the day to day involvementof all concerned

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12

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Quality AssuranceProvides quality records ofall activitiesThe system relies onregular monitoring andaudits to identifi andcorrect non-conformancesand improve proceduresRegular managementreviews of the proceduresand working practicesleads to improvementEnsures that people aretrained and experienced

Total QualityUses quality records for measurement and forcontinuous improvementInvolves gathering ideas and suggestions forimprovements from everyone

~~

Stresses the importance that products and servicesdelivered to the customer (whether internal orexternal) meet the requirements whether specifiedor notEnsures that everyone in the organisation receiveseducation and training to enable them to do theirjob effectively and achieve personal satisfaction

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How long will it take?Once to p management is committed to th e ideas and benefits of TQ , an implementationprogramme needs to be designed to include the following key milestones.

Appoint TQ co-ordinator (and steering committee)Decide on a name and structureAllocate budgetAgree programmeIntroductory m anagement seminarIssue questionnaire to discover present employees' attitudes and conc ernsPre-launch publicityLaunchCascade introductory m eetingsIntrod uce awareness sessionsStart up Quality Improvement TeamsReview situation and re-plan next phase

See the TQ implementation plan on page 9. This sample plan lasts for 24 months, andincludes a review of progress in the last mon th. Two years is the usual period for the ideasof TQ to be taken up and when benefits begin to show . Small companies have a distinctadvantage d ue to their closer structure. They are likely to be able to bring in TQ morequickly and may not require such a rigid program me.The re may begin t o be a feeling of complacency after this period, so the next phase needs tore-inject enthusiasm.

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How much will it cost?

1

Although the return on investment is potentially high, a participating company must beprepared to invest in order to get things going. Initially there will be a number of 'soR'improvements, i.e. not necessarily quantifiable n terms of money. Soon, however, costedpotential improvements will be identified by the Quality Improvement Teams. These willhelp sell the programme and may be offset against the budget.

T Q co-ordinator at 2 days per weekongoing 1 24 months 8 days per month

Below are two example budgets showing the investment of resources needed for the firsttwo years. The first is for a firm with 650 employees and the second is for one with 50employees. It should be emphasised that the programme is for two years, so theinvestment in training and resulting benefits should not be compared prematurely. M e rtwo years, the programme should be self finding. The diagram opposite shows themanagement structure needed for a TQ programme in a large firm.

,

34

Example two year bu dget for a firm with 650 employeesItem No of people Duration Frequency

T Q assistant co-ordinator at 2 day s perweek ongoingTraining manager at 1 day per weekongoingT Q advisor or consultant at 2 days permonth

1 24 months 8 days per month1 24 months 4 days per month1 24 months 2 days per month

Pyramid introduction - 650 people for1 hour plus 50 hours p reparation 650 1 + 50 hours one-offManagement seminar - 30 people for 4hours I 30 I 4hoursFacilitator training courses with 12QIT training for 1 day10 QITs for 6 months with 8 people at5 hours Der month

people for 4 days89

one-off

3 coursesof 12l o t e m s 1 day one-offof 810 teams 6 months hours per monthof 8

3 months 1 course per month

Training in tools and techniques - 4depts. per month for 1 hour ongoing2 awareness sessions per month for 30people ongoing

1011

Of 24 months 1 hour per month2 lots of 24 months per month

30 in each30 in each

121 Booklet one-off

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Example tw o year budget for a firm with 50 employees

1 24 monthsQ co-ordinator at 2 days per weekongoing 8 days per monthTQ advisor or consultant at 2 days permonth 1 12 months 2 days per month

2acilitator training course with 2people for 4 days

5 4hours one-offanagement seminar - 5 people for 4hours

4 days one-off50 1 1 + 10hoursItroduction of programme - 50 peoplefor 1 hour plus 10 hrs preparation

2 QITs for 6 months with 8 people at 5hours per month

one-off

2 teamsof 8 6 months 5 hours per month15awaren ess session per month for 15people ongoing 24 months 1 hour per month

Booklet 70 copies NIA one-off

Ma nagem ent structure for a TQ programme in a large firm

Departmental Project

Managing director

Company

Steering committeeTQ co-ordinator

Training manager

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A typical organisation and a Total Quality organisationBelow is a comparison of the two types of organisations on issues of quality.

Quality element

Quality priorities are

The business focus istowardsCorrection emphasisCosts are

Errors result from

Responsibility forquality belongs to

Organisational culturetends towards

Organisational structure

Problem solving is leftto

Usual organisationproduct orientatedless important than cost andscheduleshort term gains

detection of errorsraised when quality isemphasisedspecial causes (workersmaking individualmistakes)the Quality Assurance andQuality Controldepartmentsfinger pointing, blamefinding and punishing risktakershierarchical andbureaucraticauthority, top of pyramid

T Q organisationcustomer orientatedfirst among equals : 'thedriver'medium to long termgainsprevention of errorslowered when quality isemphasisedcommon causes(ineffective systems andmanagement practices)everyone

continuous improvementand rewarding initiative

flat and integrated

teams, all employeelevels


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ExamplesIn a recent survey of construction companies (see Appendix F), of those that hadimplemented a TQ approach to working, 44 reported cost savings, 25% new customerswon and 22 improved staff morale.The following are some examples given by companies to the TQ task force of benefits theyhave seen through using TQ.

*Sr**Sr************

Reduced costs - 583 million overall estimated savings against budgeted CAPEXcosts of 5373 million through design rationalisationsLess paperwork - 60% less documentation passing between client and contractorwith estimated savings of 52.5 millionLess expediting and inspection giving savings of 52.5 millionExcellent, non-adversarial, long-term relationship developed with clientNo claims at end of projectDesign period reduced from four to three monthsWork in progress debts reduced from 30% to 18% of working capitalFaster decision making (due to facilitators)Cost reductions of &700,000 over 2 yearsPride in companySmall staff turnoverOperating costs reduced by 53.1 million in 1993 and 50.5 million per year sinceVoluntary psychometric testing used to assemble balanced teamsMeasured improvement in service given to customers535,000 reduction in corporate paperworkTheft and vandalism reduced from 59,000 per month to 51,000 per monthIncreased negotiated work from 30% to 60%

Below are some other examples of benefits achieved by companies that have adopted a TQapproach.

***Sr*sr***

Reduction of waste - 51 million per yearWrong dispatches reduced by a factor of fiveProductivity increases of between 10 to 300%Process yields up 10%Delivery performance significantly increasedSignificant improvement in moraleBarriers broken down between departmentsSignificant suggestion scheme savingsTen-fold reduction in number of credit notes issued

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Further readingThe following books contain, to varying degrees, discussions on the m erits of T Q.AuthorChase J. G. W.

Chase R. L.

Crosby P. B .

Deming W. E.

DTI

Juran J. M.

Bank J.

Oakland J

Date1993

1989

1984

1986

1991

1980

1992

1989

Tille and PublisherImplementing TQ in a construction company(AGC of America, Washington, DC, USA)Winning with quality(IFS Publications, Bedford UK)Quality without tears(New York: McGraw-Hill Bo ok Com pany)Out of the crisis(MIT Study, Cambridge, Mass, USA)Total quality management and effective leadership

Quality planning and analysis 2nd edition(New York: McGraw-Hill Book Com pany)

The essen ce of total quality management(Prentice May International, UK)Total quality management(Heinemann, Londo n UK)

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2. Starting your TQ programmePlanning the implementation of TQThe T Q implementation plan (page 9) of this manual should aim t o com plement and buildon good ideas and initiatives already running in a company. However, it should beemphasised that a step change is being sought in attitudes.In a large organisation, the TQ programme should be led by a steering committee whodetermine policy and make dec isions. The program me will eventually involve everyonefrom every area of the company. It should be two-pronged to involve awareness(including the idea that colleagues are customers a s much a s external organisations) andspecific improvements. Managers should be encouraged to produce personal plansagainst which personal progress may be monitored.

A TQ initiative will addre ss many of the problems that exist in any company. However,the company must be prepared to see this through the 'flavour of the month' or 'yetanother management initiative' stage - it will work but it will also take time. Re turn oninvestment will ultimately be high but patience will also be needed.It must be remembered that the aims of TQ are multiple. These include meetingcustomer requirements (both internal and external); improving employee satisfaction;reducing errors, rework or omissions, and increasing profits. In order to enable TQ tosucceed, a hndamental change in management approach is required to encourageopenness and enable empowerment of the staff. A blame-free environment is alsorequired to e ncourage honesty. This programme has been put together t o tackle all thesepoints. It does not exclusively follow the doctrines of any TQ 'Guru' but represents acombination of tried and tested ideas.

TQ is top initiated but bottom drivenWhat is needed :* Management commitment* Focuse d direction* Business process understanding

* Educa tion and training

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Starting up TQLaunchThe programme needs a high profile launch, the exact details of which need to bedetermined by the steering committee. It will need to be publicised, for example in anewsletter or on posters, and to be preceded by an initial senior management seminar(including a preliminary qua lity questionnaire - see Appendix A). This could be introducedby the T Q co -ordinator (e .g., 'Why we need TQ') followed by a presentation given by theTQ advisor on 'How TQ will be implemented'.It is important that the chief executive is visibly involved in the launch, for example byintroducing presentations to show their commitment to the success of the programme.The program me will be launched using briefings to departments by m anagers supp orted bythe T Q c o-ordinator (and, if required, the TQ advisor).Launching the prog ramm e at sites will require a different approach to that used for offices.The m essage should be tailored to appeal to the concerns, work patterns and culture of siteworkers, otherwise it will not be taken up.Mission statementThe mission statement describes the purpose of the organisation. It will be relatively longlasting, changing only when there is a significant shift in either the strategic direction o rope rating philosophy. The mission statement should provide a coherent, broad descriptionof what the organisation exists for.Fo r exam ple, 'To meet our clients' needs with quality services that are co st effective, safeand environmentally sound. To provide a working environment for our people that w illfacilitate quality of work and recognise contribution. To provide our shareho lders with apositive return.'Vision statementThe vision statement is quite simply a description of a desirable, measurable state for thecompany, set abou t five to ten years ahead . It will indicate the essential areas in which thecompany m ust perform effectively (for exam ple in finance, safety, inventory, etc. ) and givebroad comparisons of level of performance. Quantification would not ap pear in the visionstatement but in subsequent statements of objectives. The vision statement will notnormally include descriptions about 'how' the company will proceed. Vision is about'where to go', and 'what to be', not about 'how to get there '.If the company does not yet have either statements, it may be advisable for com pany seniormanagement t o develop and announce them as part of the TQ programm e launch.

NameOne o f the first jobs of the steering committee will be to name the TQ programme. Ifpossible the word 'quality' needs to be left out and words such as improvement,development, directive, initiative, programme, enterprise, venture, future, change ortransformation should be used, for example 'Make the change'. The programme namecould also reflect applicable elements of the mission and vision statemen ts.


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Route map to TQ journey from several starts

Company Business Customerline line lineCham pion finds out about TQAttends sem inar or conference, reads booksand talks to other compan ies

Dev elops conce pts to sell to their comp anyPresents concepts to top management

Interest shown by top manag ementTop management workshop

Strategy developed - pilot, project or fullcompan y scheme, budget, scope andtiming

Extreme financialand competitive

Customer urgescompany to adopta TQ approach

Top management decidesthis is in the best interestsof the companytteering com mittee (S C) identified, invitedand trainedDetailed programme producedS t a E and custom ers surveyed

LaunchSC identifL a few key areasfor the first QITs to give the

QITs formedand trained inleadership, T QProgramme awareness, too lsprogress review ;Problem m onitoredand solution adjusted %Ping TQ 1 and techniquesawarenesstraining forStaff and customers

all Tesurveyed QITs selectt+ problem t o solveResults measuredand publicisedPlan developed,solution tested andimplemented

Solution selected andauthorised bysteering committee t Ongoing training o fmiddle managementin leadership, toolsand techniques,communication and'new culture'I Progran--- Training ofnewfacilitatorsNewsletter Departmentssupport QITswith informationQITs analyseinformation andI proposellllt: I l l l t ;QIT line solution s\2 Starting your TQ programme 19

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ResourcesSteering comm itteeThe first action in the programme must be to identifjl the steering committee. It is normalfor the steering committee to be made up of senior management, and would include thechosen TQ co-ordinator.The tasks of the steering committee will be to**********

show commitmentdefine the long term programme and twelve month goalsallocate resources and moneyproduce vision and mission statementsname the programmedefine the management structure and job titles (see page 11)decide who will be involved in supporting the programmefind two areas for early successfinalise and be involved in the launchreview and adjust the programme

The steering committee will meet regularly, typically for two hours per month. Noallocation has been made in the example budgets in chapter 1 for committee members'time, as it is assumed this will be absorbed into normal duties.

The Steering comm ittee must drive the programme around obstacles an d pitfalls

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PersonnelThe area of resource allocation is one which is most often underestimated in TQprogrammes. If care is not taken, the job will expand to fit the resources available. A largecompany will need initially to invest the equivalent of one person fu l l time. This may bedivided between personnel, for example the TQ co-ordinator (supporting the steeringcommittee) may want to delegate some responsibilities. There is a large emphasis ontraining in TQ, therefore it is proposed that the company's training manager (or anequivalent) also be involved. The programme will be supported by the leaders of theQuality Improvement Teams.Once the programme is undenvay and training commences, all staff will be involved to agreater or lesser extent and the appropriate resource made available.LocationsTwo themes are common throughout this TQ programme:- training and meetings. Acompany embarking upon such a programme will need somewhere suitable for this.Small organisations - 4 quiet meeting area with facilities for overhead projection forawareness to be used iar training and QIT meetings. For events requiring the wholecompany a local hall or hotel could be hired.Large organisatiom - Firstly a permanent meeting room dedicated to the programme foreight to ten people with flip chart and writing boards as well as stationery, reference booksand the capability for video screening and overhead projection. Then, possibly at a laterstage, a larger training facility that could hold up to thirty people at a time.


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TrainingTraining and education is a very necessary part of the TQ programme; a major investment isneeded before any cost savings will start appearing. Costs can be kept to a minimum, andthe maximum commitment shown by keeping training in-house wherever possible. Specificareas of training to be concentrated on include TQ introduction and awareness training.All staff should also receive specific training sessions on tools and techniques, each lastingone hour (these may be included as part of the QIT training). Areas tackled during thesesessions may include* brainstorming* ranking and rating* cause and effect analysis

~r data analysis* flowchartingExtra attention must also be paid to the induction training given to new staff.Facilitators are vital to the programme and should be trained accordingly. Their four daysof training will quickly pay dividends in more efficient meetings and in leading trainingsessions.All training should involve elements of team building and improvement techniques andinclude, wherever possible, a pyramid structure where managers attend one session then areinvolved in teaching another. This must start at the top with the company seniormanagement.AwarenessAwareness of all staff will be improved by lectures and talks given in turn by departmentheads, perhaps over lunch times. During these sessions, everyone will have the opportunityto find out what goes in other departments and what the implications of their mistakeswould be on others.Introductory seminarsA number of seminars are to be carried out at the inception of the programme led by the TQadvisor. Their specific content varies according to the attendees (e.g. for company seniormanagement or the newly appointed steering committee). Ideally, these should take placeaway from the office.

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A typical agenda for a steering committee seminar is given below

Day OneTime0800083008450900094510151030104511151145

TaskRegistrationWelcomeIntroductionWhat is TQ and why use it?Planning the TQ programmeSteering committee's roleBreakNaming the programmeTeams and team leadersConsensus exercise (see AppendixB)

12451345140016001615Day TwoTime0800083010301045110012451345

LunchTeams and team leaders (continued)TQ tools and techniquesBreakSWOT analysis of company

TaskResume of points coveredProblem solving exerciseBreakPitfalls and potential hazardsSpecific company perceived problems - discussionCourse review and endLunch and close

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MeasurementIntroductionIt is vital that various aspe cts of the TQ programme are measured in order to establishthat real improvements are being achieved. This is to demo nstrate to all staff (includingsenior management) that their investment of resources is showing a real return.Staff surveysAs described previously, it is important that a baseline survey of staff attitudes is takenclose to the formal launch of the TQ programme. By comparison of this withsubsequen t similar surveys, changes in staff attitudes and understanding and in overallcompany culture may be identified.Clearly, survey design and da ta analysis is critical. Appendix A contains a sam ple staffquestionnaire.Customer surveysJust a s staff surveys help to identify internal opinion, customer surveys may be used t odiscover what others think of the company. Clearly, the most important externalopinion is that of the organisations and individuals that buy our products andservices.Again, survey design and data analysis are very important, but so is deciding whoshould be sent a questionnaire. Care should be taken not to skew the sample butcommercial consideration must be taken into accou nt.Included in Appendix A is a sam ple customer questionnaire.Section eight of this questionnaire, Comments, is perhaps the most important.Consider asking 'What is the single most important thing we could do to improve ourservice to you?'

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Typical reporting for survey resultsSummarised here are the main features that should be included in a report on surveyfindings.Introduction* How many questionnaires were sent out?* Who they were sent out to?* Why it was decided a survey would be put together?

How many were returned?* When will it be repeated?* Mention that it is being used as a measurement tool, both of attitudes and whetherwe may improve these attitudes in the future (hence the repeats)* Mention that this analysis is only an interpretation of the result, and that the resultsare listed in 'Supplement B' if any individual wants to know more. Further analysisand feedback is encouraged

* Explain why each section is thereSummary* One sheet containing all the most obvious findings and what actions need to betaken to improve on them* Concentrate on positive messages* Write this lastOverview* Top ten to twelve key points with a graph for people who want to be told a little

more about the findings than given in the summary* Write this penultimatelyAnalysis* Make a statement about every question and its answer, backed up by graphs if

necessaryMake the graphs small so that you can fit lots on a page and can write yourcomments around them. They are meant to illustrate the text, not replace it* See if the department is affecting the spread of replies* See whether you can deduce possible reasons for the spread of replies to eachquestion* Mention all relevant comments and reply to each one* Use each finding to back u p the TQ message, e.g. demonstrating that perceived'good' areas are not as good as believed. Mention customer-supplier chains

Supplement A. A blank copy of the questionnaireSupplement B . Actual answers* A list of all the answers so that anyone may go on to do more analysis if they are

interested enough* Write this section first~

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Measurement of problems and solutionsHaving isolated areas for improvement from the surveys the next step is to identifjl the rootcauses of the problems. To do this, the underlying processes must be analysed andunderstood. Use flowcharting to identifjl the key elements of the process which requireimproving and consider what can be measured. For example any of the following could berecorded.* Number of document revisions* Time spent rectifLing customer (internal or external) complaints* Late deliveries* Defects* Plant breakdowns

A Site wastageTime between invoicing and payment

Remember one performance indicator may give an incorrect view, three performanceindicators for an area under improvement is considered to be the most accurate and costeffective. Realise that all processes have a natural amount of variation, so be sure tomeasure over a sufficiently long period in order to assess this.Self-assessment of progressFinally the measurement of the TQ programme progress is essential both for continuedinternal planning and then using this information, where applicable, for benchmarking (seechapter 6 ) . The comparison of measures may be made in three areas:* company business unit to other company business units

~r the company's specific performance to other business sector companies* the company's specific performance to world best in class


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Business excellence modelsThese measure the state of Total Quality in an organisation, and are us eh1 to quantiflwhat progress is being made. At a basic level, measurement is done by self assessm ent.The Malcolm Baldrige Award was the first model, created fo r the USA and now also usedin other countries. The European Quality Award (EQA) was developed later with animproved section on results measuring. The EQA model is promoted in the UK by theBritish Quality Foundation (BQ F). Organisations with exceptionally high sco res(verified by an external assessor) can compete for annual quality awards.

UK / EQA business excellence model

Leadership10teople ;,gement tolicy & strategy1 84 Resoumes Processes14% {TJd

eople satisfaction

I BusinessCustom er satisfaction20% H 15

Impact on society

Enablers Res u ts50 50

The ECI also has a measurement tool, a self assessment matrix (see Appendix C) whichwas developed specifically for the construction industry. It can be used in all parts of acompany from site to the board room, it requires no training and provides a quick snapshotof the state of TQ in the organisation.


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Publicity and feedbackPublicity is critical to the TQ programme as it* demonstrates to staff that management are committed to the TQ initiative (e.g. an

article in first newsletter by the chief executive of the company)* provides a motivational tool (e.g. photos of the QIT that saved the most money orcame up with the first solution to be implemented)* provides a vehicle for showing to all staff that the effort put into the initiative ishaving results* is educational (e.g. booklets on the tools and techniques)

The area of how to publicise the programme and how to provide feedback to everyoneabout progress and achievements needs to be finalised by the steering committee.However, it could include using newsletters, competitions, posters and displays on noticeboards. A booklet could be produced for issue to all staff, detailing how the company isaddressing TQ and what may be expected. Future plans could include booklets identifLingstandard tools and techniques and 'give-aways' such as paperweights and mugs.


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Potential p itfalls while implementing TQThe main pitfall for any TQ programme is losing its momentum. Once an initiative hasstopped it will never restart. Therefore it is vital that staff interest is maintained and thesuccesses and benefits achieved publicised, for example in the regular newsletter.Typically after the first two years a new initiative is introduced (e.g. a staff suggestionscheme, if this has not been tried before) in order to recreate some of the excitement of theoriginal launch.

You don t get a second attempt at TQ J. MarshManagement must practice what they preach to show their own and the companiescommitment to the programme. There will be sceptics who require plenty of convincingthat this is not just another flavour of the month initiative.

Commitment means acting on proposals from quality improvement teams and staffsuggestions. Implementing their plans will encourage more ideas and raise morale.

Pitfalls for any team

cure thesecondbest

addressproblem root cause U,q

i n ~ ~ ~ ~ c e \ \ / /hierarchy inteferencelack oftime makeassumptions\ / itch


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Appendix A. QuestionnairesPreliminary quality questionn aire for use in a top management seminar as a startingpoint to assess the need for TQ.

Staff questionnaire for measuring the views,attitudes and morale of employees, andidentifjling weaknesses and misconceptions in the company.Customer questionnaire to obtain feedback from customers on your product, serviceand standing against competitors.

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Preliminary quality questionnaire1) What is the vital element of a TQ programme?

2) What is the key benefit to be gained?

Does your company have a mission, vision or objectives?

Are these known by all staff)

How are customer requirements established?

What monitoring is done of customer problems?

How are internal customer needs satisfied?

What monitoring is done of supplier problems?

How much of your time is spent 'fire-fighting'?

How much of your company budget is spent on training?

What is your company communication link from CEO to staff)

How do you feel your staff would react to a TQ programme?

What is your company culture?

Do staff act, and feel, part of a team?

Page 1 of2

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Preliminary Quality Questionnaire Page 2 of 2Essential actionsIf there was one thing that you feel is not working properly and you would like tochange, what wou ld it be?1) For your company (or holding company)?

2) Fo r your business unit or department?

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Staff questionnaire Page 1 of-3This survey is to help us with the introduction of Total Quality into the company. It willonly take a few of minutes to complete and your replies will be anonymous, although itwould help if you identified your department on the last page. Please enter the date youcomplete it and return it to me when you have finished.Thank you for your time and assistance.For answers on a scale of 0 to 10, please circle the one number that represents your viewson the topic, basing your answer on the appropriate range given at the start of each section(e.g. 0 = strongly disagree to 10 = strongly agree) or, where a specific range is given in aquestion, please use this range for that question only (e.g. question 6g).1. Backgroundla. How well do you understand the requirements of the Quality Standard I S 0 9000?1b Do your operating procedures meet this standard?l c How well do you understand Total Quality and how it differs from QA?Id Does your department or company work in a Total Quality way?

l e How many directors can you name?If How many directors would you recognise in the corridor?

0 = no knowledge or disagree, 10 = expert or agree0 1 2 3 4 5 6 7 8 9 10Yes No Don't know0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10Please enter the actual number or 'All'.Please enter the actual number or 'All'.

2. Qua lity needs general perceptionIn a Quality Improvement Initiative, how important do you think the following are?Involving everyone within the company?Everyone working to clear objectives or goals?'Prevention' not 'detection' of problems?

0 = irrelevant, 10 = essential0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10

2a2b2c2d Company-wide communications?2e2f Continuous improvement?

Education and training of everyone?


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Staff questionnaire Page 2 of 32g 'Right first time'?

0 1 2 3 4 5 6 7 8 9 10

3. Quality needsHo w important do you believe the following to be to staff3Involving everyone within the company?Everyon e working to clear objectives or goals?'Prevention' not 'detection' of problems?

0 = irrelevant, 10 = essential0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10

3a3b3c

3d Com pany-wide communications?3e3 f Continuous iiliprovement?3g 'Right first time'?

Education and training o f everyone?

4. Departm ental interfaces4a4b4c46

0 = strongly disagree, 10 = strongly agre ePlease enter the actual number or 'All'0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10

How many other departments do you work with?Do you think your and their responsibilities are clearly defined with no overlap ?Do you find other departments helphl and co-operative?Do you think other departments find you help hl and co-operative?

5. Impro ving efficiency5a5b5c

0 = very poor or disagree, 10 = excellent or agree0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10

How would you rate the efficiency of your department?Ho w would you rate the efficiency of the company?Ho w would you rate your own efficiency


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Staff questionnaire Page 3 of 35d5e5f

5g5h5i

5J5k

Do you feel that you would consider help to improve efficiency?Have you ever read the procedures applying to your dept. (0 = none, 10 = all)?How well do you remembeddo you know what they say?Do you feel you have had sufficient training for your job?Do you feel you have had sufficient Quality Assurance training?Do you feel you have had sufficient Total Quality training?On joining the firm, did you feel your initial training/familiarisationwas satisfactory?In what year did you join the company?

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10

6 .6a6b6c6d6e6f

7.

Support0 = strongly disagree 10= strongly agree

Are you paid overtime?Yes No

Do you ever do company work in your own time (0 = never, 10 = every day)?0 1 2 3 4 5 6 7 8 9 10

Do you feel you have sufficient support from clerks/secretaries?0 1 2 3 4 5 6 7 8 9 10

Do you feel your department has sufficient support from clerkdsecretaries?0 1 2 3 4 5 6 7 8 9 10

Do you feel able to talk freely to your manager?0 1 2 3 4 5 6 7 8 9 10

Do you feel your manager listens to your problems?0 1 2 3 4 5 6 7 8 9 10

What proportion of your work-related problems are solved (0 = none, 10 = all)?0 1 2 3 4 5 6 7 8 9 10CommentsPlease add any further comments or suggestions on an additional sheet of paper.

Department:Date:

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Customer questionnaire Page I of 3This survey should only take a few minutes to comp lete and is to help us to improve ourservice to yo u. We take your opinion very seriously, as we want to continue with, andbuild on, our partnership with you.Thank you for your time and assistance.For each question, please answer by circling the most appro priate response. For questionsto be answered on a range of 0 to 10, please circle one number that best represents yourviews on the top ic, basing your answ er on the key given in each section (e.g . 0 = very poorto 10 = excellent).1 . A b o u t y o u

Company name:Location:Your name:

Date:Custom er order reference:Your position:

2.

2a.2b2c2d2e

3.3a3b3c3d3e

Pre-deliveryHo w rapid was our response to yo ur initial enquiry?Was the initial information that we provided you with sufficient for your needs?Was our detailed estimate/quotation delivered to you by the time agreed?Did the estimate/quotation contain all of the information that you required?Ho w cleadeasy to understand was our estimate/quotation docu mentation?

0 = very poor, 10 = excellent0 1 2 3 4 5 6 7 8 9 10

Yes No Don't knowYes No Don't knowYes No Don't know0 1 2 3 4 5 6 7 8 9 10

Equipment deliveryDid w e deliver the equipment on the date agreed?Did w e deliver the equipment to the right location?How rapid was the installation and commissioning process?Was the equ ipment installed and comm issioned on time?Did the equipment meet the agreed specification?

0 = very poor, 10 = excellentYes No Don't knowYes No Don't know0 1 2 3 4 5 6 7 8 9 10Yes No Don't knowYes No Don't know


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Custom er questionnaire Page 2 of 33f

3g3h3i

How cleadeasy to understand was the accompanying documentation (e.g.manuals)?Was the accompanying documentation complete?Was the accompanying documentation accurate?Was the actual invoiced cost the same as in the estimate?

0 1 2 3 4 5 6 7 8 9 10

Yes No Don't knowYes No Don't knowYes No Don't know

4. Operability4a4b4c4d4e

0 = very poor or difficult, 10= excellent or very easy0 1 2 3 4 5 6 7 8 9 10Yes No Don't knowYes No Don't know0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10

How easy do your staff find the equipment to operate?Did this operability meet your expectations?Did this operability meet the contractual specification?How rapidly do new operators learn how to use the equipment?If we provided training for your staff, how effective was this training?

5.5a5b5c5d5e5f

5g5h5i

ReliabilityHow reliable was the equipment?Did this reliability meet your expectations?Did this reliability meet the contractual specification?How rapid was our response to your requests (if any) for after-sales servicing?How rapidly did our servicing staff correct any deficiencies?Did our servicing staff correct any deficiencies first time?How easy do your staff find it to maintain the equipment?Did we provide all of the spares that were contractually agreed?Were these spares adequate for your needs?

0 = very poor or difficult, 10 = excellent or very easy0 1 2 3 4 5 6 7 8 9 10Yes NO Don't knowYes No Don't know0 1 2 3 4 5 6 7 8 9 100 1 2 3 4 5 6 7 8 9 10Yes No Don't know0 1 2 3 4 5 6 7 8 9 10Yes No Don't knowYes No Don't know


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Customer questionnaire Page 3 of 35j5k51

How quickly do we respond to your requests (ifany) for additional spares?Do we provide additional spares quickly enough?How reasonable are our prices for additional spares?

0 1 2 3 4 5 6 7 8 9 10- 0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 106.

6a6b6c6d6e6f

6g6h6i

CompetitorsHow do you rate us against our competitors for the following:Speed of response?Communication with you?Product quality?Product reliability?Pricing?Value for money?Meeting your requirements?Resolving any problems?Recognition of your concerns?

0 = very poor, 10 = excellent0 1 2 3 4 5 6 70 1 2 3 4 5 6 70 1 2 3 4 5 6 70 1 2 3 4 5 6 70 1 2 3 4 5 6 70 1 2 3 4 5 6 70 1 2 3 4 5 6 70 1 2 3 4 5 6 70 1 2 3 4 5 6 7

8 9 108 9 108 9 108 9 108 9 108 9 108 9 108 9 108 9 10

7. Overall7a7b7c

0 = very poor, 10 = excellent0 1 2 3 4 5 6 7 8 9 10Yes No Don't knowYes No Don't know

How do you rate our overall performance?Would you use us again for a similar contract?Would you be prepared to recommend us to other organisations?

8. CommentsPlease add any hrther comments or suggestions on a seperate sheet.

Thank you once again for your time and assistance.

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Appendix B. Sem inar training exercisesWilderness survival - A consensus exercise for use at the start of a team building eventto help 'break the ice', and to illustrate points for discussion.

The Tower of Nod - An exercise for five to thirteen people, highlighting the importanceof problem definition and communication skills.

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Wilderness survival question sheet Page 1 o f 2Here are twelve questions concerning personal survival in a foreign wilderness situation.Your first task is to select the best one of the three alternatives given under each item. Tryto imagine yourself in the situation depicted. Assume that you are alone and have aminimum of equipment, except where specified. It is autumn. The days are warm and dry,but the nights are cold.After you have completed this task individually, you will again consider each q uestion as amem ber of a small gro up . Your group will have the task of deciding, by consensus, the bestalternative for each question. Do not chan ge your individual answers, even if you changeyour mind in the group discussion. Both the individual and group solutions will later becomp ared with the 'correct' answers provided by a group of survival experts.

Individual Group1).a.b.C.

2).a.b.C .

3).a .b.C.

4 .a .b.C.

5 ) .a.b.C.

You have strayed from your party in trackless wood s. The best way to attempt tocontact you r friends is tocall 'help' loudly but in a low registe r a ayell o r scream as loud as you can b bwhistle loud ly and shrilly C CYou are in 'snake country'. Your best action to avoid snakes is tomake a lot of noise with your feet a awalk softly and quietly b btravel at night C CYou are hungry and lost in wild coun try. The best rule for determining which plantsare safe to eat (those you do not recognise) is totry anything you see the birds eat a aeat anything except plants with bright red berries b bput a bit of the plant on your lower lip for five minutes;if it seem s alright, try a little C CTh e day becomes ho t and dry. You have a f u l l bottle of water (abou t one litre)with you. You shouldration it - about a cu ph l a day a anot drink until you stop for the night, then drink what you need bdrink as much as you think you need when you need it C CYour wate r is gone; you becom e very thirsty. You finally com e to a dried-upwatercourse. Your best chance of finding water is todig anywhere in the stream bed a adig up plant and tree roots near the bank b bdig in the stream bed at the outside o f a bend C C


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Wilderness survival question sheet Page 2 of 26 ) .a .b.C.7).a.b.C.

8 ) .a.b.C.

9 .a .b.C.

10).a.b.C.

11).a.b.C.

12).a .b.C.

You decide to walk ou t o f the wild country by following a series of ravines wherea water supply is available. Night is coming on. The best place to make camp isnext to the water supply in the ravine a ahigh on a ridge b bmidway up the slope C CYour torch gro ws dim as you are about to return to your cam psite after a briefforaging trip. It is dark and the surroundings seem unfamiliar. You shouldhead back at once, keeping the light on a awarm the batteries under your armpits, and then replace them bshine you r light for a few seconds, try to get the scene in mind,

bmove out in the darkness, and repeat the process C CAn early snow confines you t o your small tent. You do ze with your small stovegoing. There is danger if the flame isyellow a ablue b bred C CYou must ford a river that has a strong current, large rocks and som e white water.After carefilly selecting your crossing spot, you shouldleave your boo ts and pack on a atake your boo ts and pack off b btake off your pack, but leave your boots on C CIn waist-deep water with a strong current, when crossing the stream you shouldface upstream a aface across the stream b bface downstream C CYour way ahead is blocked, the only route is up . The rock is slippery and mosscovered. You should try itbarefoot a awith boots on b bwith socks on C CUnarmed and unsuspecting, you surprise a large bear prowling around yourcampsite. As the bear rears up about ten metres from you, you shouldrun aclimb the nearest tree bfreeze, but be ready to back aw ay slowly C

abC


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_I

Wilderness survival answer sheet Page 1 of2Here are the recommended courses of action for each of the situations on the wildernesssurvival question sheet. These answers come from the comprehensive course onwoodland survival taught by the Interpretative Service, Monroe County (New York)Parks Department. These responses are considered to be the best rules of thumb for mostsituations; specific situations, however might require other courses of action.1. (a) Call 'help' loudly but in a low register.

Low tones carry hrther, especially in a dense woodland. There is a much betterchance of being heard if you call loudly but in a low key. 'Help' is a good word touse because it alerts your companions to your plight. Yelling or screaming wouldnot only be less effective, but might be passed off as a bird call by your friends faraway.

2. (a) Make a lot of noise with your feet.Snakes do not like people and will usually do everything they may to get out of yourway. Unless you surprise or corner a snake there is a good chance that you will noteven see one, let alone come into contact with it. Some snakes do feed at night, andwalking softly may bring you right on top of a snake.

3 . (c) Put a bit of the plant on your lower lip for five minutes; if it seems all right, try alittle.The best approach, of course, is to eat only those plants that you recognise as safe.But when you are in doubt and very hungry, you may use the lip test. If the plant ispoisonous, you will get a very unpleasant sensation on your lip. Red berries alonedo not tell you much about the plant's edibility (unless, of course, you recognise theplant by the berries) and birds just do not have the same digestive systems we do.

4. (c) Drink as much as you think you need when you need it.The danger here is dehydration, and once the process starts your litre of water willnot do much to reverse it. Saving or rationing will not help, especially if you arelying unconscious somewhere from sunstroke or dehydration. So use the water asyou need it, and be aware of your need to find a water source as soon as possible.

5 . (c) Dig in the stream bed at the outside of a bend.This is the part of the river or stream that flows the fastest, is less stilted, deepest,and the last part to go dry.

6. (c) Midway up the slope.A sudden rain storm might turn the ravine into a raging torrent. This has happenedto many campers and hikers before they had a chance to escape. The ridge line, onthe other hand, increases your exposure to rain, wind and lightning, should a stormbreak. The best location is on the slope.

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Wilderness survival answ er sheet Page 2 of 27 . (b) Put the batteries under your armpits to warm them and then replace them in the

torch.Torch batteries lose much of their power, and weak batteries run down faster, in thecold. Warming the batteries, especially ifthey are already weak, will restore them fora while. You would normally avoid night travel, of course, unless you were in theopen where you could use the stars for navigation. There are just too manyobstacles (logs, branches, uneven ground, and so on) that might injure you - and abroken leg, injured eye or twisted ankle would not help your plight. Once the sunsets, darkness falls quickly in wooded areas; it would usually be best to stay at yourcampsite.

8 . (a) Yellow.A yellow flame indicates incomplete combustion and a strong possibility of carbonmonoxide build up. Each year many campers are killed by carbon monoxidepoisoning as they sleep or doze in tents, cabins or other enclosed spaces.

9. (a) Leave your boots and pack on.Errors in fording rivers are a major cause of fatal accidents. Sharp rocks or unevenfooting demand that you keep your boots on. If your pack is fairly well balanced,wearing it will provide you the most stability in the swift current. A waterproof,closed backpack will usually float, even when loaded with normal campingequipment; if you step off into a hole or deep spot, the pack could become alifesaver.

10. (b) Across the stream.Errors in facing the wrong way in fording a stream are the cause of many drownings.Facing upstream is the worst alternative; the current could push you back and yourpack would provide the unbalance to pull you over. You have the best stabilityfacing across the stream, keeping your eye on the exit point on the opposite bank.

1 1 . (c) With socks on.Here you may pick your route to some degree and you may feel where you arestepping. Normal walking boots become slippery, and going barefooted offers yourfeet no protection at all.

12. (c) Freeze, but be ready to back away slowly.Sudden movement will probably startle the bear a lot more than your presence. Ifthe bear is seeking some of your food, do not argue with it; let it forage and be on itsway. Otherwise, back very slowly toward some refbge (trees, rock outcrop, etc.)


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The Tower of Nod Page 1 o f2Below are 26 clues which together give the problem and solution to th e Tow er of No d.Cut this sheet up in to slips of paper with on e clue on each. Divide up the slips betw een allthe participants. The only rule of the exercise is that participants cannot show each othertheir ow n clues. The exercise should take about 20 minutes if you allow writing. It ismuch h arder if it has t o be d one entirely orally.

What day of the week is the tower co mpleted?

Sun rises at Fanti, set s at Yinti

Yinti is eight hours after Fanti

A zing is a tenth of a pasti

Scraso r is the fifth day of the week

Yafti falls between Ninian and Scrasor

Scraso r and Scratchit are the fifth and sixth days of the week

Scratch it, Frenor and Pinti are the final days of the w eek

Each w orker can lay one klink in two hours

There are 100 workers available

Work starts Zanzi, 1st of Pootle

Workers are paid every Frenor


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~

The Tower of NodNinian follows Tobago

Two pasties equal one yonk

Tobago is three days before Scrasor

Yafii is a religious day, no wo rk is undertaken

Workers work only daylight hours

Page 2 of 2

Zanzi is the first day of the week

There are 32 days in a month

The Tower of Nod is 30 yonks high

One klink measures 1 x 1 x 1 pasti

Workers are paid 2 Dinegdhour

Base o f the tower is 10 x 20 pasties

Th e first and fourth Pintis in a month are taken off - no work is undertaken

Yafii, Zanzi, Tobago and Frenor are some of the days of the w eek

Usires is in charge

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Appendix C. ECI measurement m atrixThe matrix is intended to provide organisations, projects, sites or sections with a tool fordetermining their progress towards the achievement of Total Quality.

There are twelve key objectives that need to be attained before any organisation could beconsidered to be a TQ company. These are shown along the top of the matrix and each hassix levels of attainment. The twelve objectives are not in any order and may be approachedindividually, however some do naturally follow others.In developing your own particular TQ process it would be advisable to move ahead onmost of the objectives at about the same pace, as otherwise an unbalanced process willdevelop which in turn cannot be judged as TQ.The matrix is designed to be located in a visible public place in the work area and markedup to show progress every three to six months. By regularly updating the chart, the unitwill identify which of the TQ objectives needs to be concentrated upon to ensureattainment on each remains at a reasonable level. By using a colour coding the rate ofimprovement will easily be seen.There are two suggested methods of establishing the scores. The preferred method is forall involved to brainstorm the scores, which gives everyone a chance to understand theirmeaning and additionally to take ownership of the planned improvements. Alternativelythey may be individually scored in private and the results averaged out. This spread ofscores would highlight the different perceptions around the unit.Visibility of the matrix is essential as everyone in the ofice, project, site or unit needs to seeprogress and understand how they are able to play their part. It goes without saying thateveryone needs to be involved if the TQ process is to be successfd.

Previous pageis blank

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ECI Measurement Matrix

Organisedprocess andstructure forTQ

NecessarybusinessperformanceSuppl ie rrelationships(internal andexternal)

Tra in ingawareness,educationand skillsRelationship:with internaland externalcustomers

Commitmen,md leadershi1by topnanagement alocation

5Highperformancecompanymeeting orexceedingtargets

Activepartneringtalung placewith jointimprovementteam worklng

Activepartneringtaking placewith jointimprovementteam worlclng

Key staffinvolved infacilitatingrelationships

Fullysomm itted ancactivelyleading theprocess

Fullyintegrated witknormalmanagementsystems

Fully defined,understoodandimplemented

Providesexternaltraining toothers

Programmejeveloped ancongoing

fully Key staffinvolved infacilitatingrelationships

Visibleimprovementof businessperformanceCommittedwith personalinvolvement

dominates andSUPPOrtSquality

Oepresentativeat seniormanagementlevelProvidesspasmodlcsupport andncou r agemenlto qualityinitiatives

Realignmentof businessfocus andtargets

Recognitionof how toimprovebusinessperformance

Jointexpectationsreviewed andaddressed

Recognitionof bothpartiesconcerns

Jointexpectationsreviewed andaddressed

Recognitionof bothpartiesconcerns

Programmepartiallyimplemented

Programmeunderdevelopmentbudgetallocated

Understoodand partiallyimplemented

Defined andparti a11yunderstood

Importanceofprogrammerecognisedbut notinitiated

ictivities wellintended butirone to mis-mderstanding

4ctivities wellintended butprone to mis-understanding

Suspiciousanddefensive

Conscious ofsome businessinefficienciesFragrnentcdandill-defincd

Non-exis tent

Sceptical ofbenefits

No interest Unaware ofbusinessinefficienciesNotrecognised asimportant

Suspiciousanddefensive

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ECI Measurement Matrix

Understand-ingcommitmentandsatisfactionof employeesklture show:totalcommitmentand:nthusiasm foitotal qualityWidespreadmderstandingandcommitmentevident

Possiblebenefitsrecognisedand somecommitment

Aware butnocommitment

Cultureopenlyhostile to

TQ

Totalignoranceof TQ

Communi -cations

Establishedsystem fullyimplementedwith effectivefeedback

Establishedsystem widelyused withsomefeedback

Systemexists butnot fullyused

Policy existsbut system isdisorganised

Importancer e c o p s e dbut noco-ordinatedpolicy exists

Norecogm tionofimportance

Teamworkforimprovemen

Improvemen1teams recorn.mendationsactioned andresults moni-tored

Successfulinternalteams active

Internalteamsidentifiedand trainedin TQ toolsandtechniques

[mprovementprojectsidentified

Teamimprovementprogrammeestablishedand budgetallocated

None

Independentcertificationof qualitymanagerncntsystem(QMS)

QM S l l l ydocumented,implementedand certified

QM S l l l ydocumentedandimplementedbut notcertifiedQMSimplemented?ut problemsidentified bynternal auditremainunsolved

Partial QMSin place.Certificationnot planned

QMSplanned

No QMS

Object ivemeasurementand feedback

Performanceindmtors asstandardmanagementtool

Continuousregularmeasurementand analysisof results

Co-ordinatedmeasurementand analysisof results

Regularmeasurementagainsttargets

Firstperformanceindlcatorsidentified

None

Natural useof TQ toolsandtechniques

Use of toolsandt e c h q u e scomesnaturally toallTools andtechniquesused bysome staffmost of thetime

Tools andt e c h q u e sused whenreminded

Key staffhavetraining intools andtechmques

Aware oftools andt e c h q u e s

Unawareof theirexistence

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Achievement assessment

Score55-60

45-54

3 3-44

Management Progressunderstanding percentageWisdom 8 1-100%

Empowerment 5 1-80%

Enlightenment 26-50%

25-32 Awakening

12-24 Uncertainty

0-11 None

6 -10%

0-5%

Company statusTotal Quality in construction. Arecognised guru. (Has someone cheated inthe marking?)A world class construction operation withsome improvements still left to make. Themajority of employees feel enabled to makeimprovementsRealisation that continuous qualityimprovements have been made and somebenefits are visible. Programme needscareh1 control here or it will falter.Typical time elapsed from start ofprogramme is at least two years

You are seeing the first signs ofimprovement. Active promotion ofcontinuous improvement is having aneffect. A small number of qualitychampions appearingSignificant line management commitmentis needed at this stage to overcomeresistance to changeNo comprehension of quality as amanagement tool. Tendency to blamequality control for quality problems. Thereceiver is knocking at the door


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Appendix D. Sources of adviceMention is made in chapter two of a TQ advisor. There are a great many advisors sellingtheir skills and services, from the self employed to international consultancies. Expertise,experience and prices vary.This guide gives a lot of practical information. A reader wanting to start a TQ programmein their company would be wise to seek hrther advice, either from a consultant or from acompany with an existing programme.The Association of Quality Management Consultants International Ltd (AQMC) has justunder 200 registered individuals from large and small organisations. Members mustdemonstrate their professional competency by their training, qualifications andexperience.

Company secretary, 4 Beyne Road, Olivers Battery, Winchester;SO22 4JWEl 0196 - 286 - 4394 Fax 0196 - 286 - 6969

Many of the large management consultancy firms have experience in helping companieswith Total Quality.The largest and most reputable of the consultancy companies specialising in TQ are alsoproducers of books and documents on the subject.Trade magazines and journals often contain articles and advertisements by consultancies.Personal recommendations, especially from companies that have used the consultant areperhaps the best way to find help. The ECI can give details of companies used bymembers.

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Selecting and using consultants*******Sr

***

Just use the consultant for advice, not to do the job for youBeware of those offering a ready made system - every situation is uniqueMaximise the use of your own people, to reduce your reliance on the consultant andalso to maximise staff ownership of the final outputChoose a consultant who has

a)b)

experience with your size of companyexperience in your companies industry

Check references, talk to previous customers'The consultant must get to know and understand your businessYou should set out the scope, timetable and aims of the work you wish the consultantto undertakeMake sure that any quality systems proposed meet the needs of the company first, notthe assessing bodyBe sure the consultant has the resources to complete the projectConsider sharing the consultant with other organisations with similar interests, to cutcosts and learn from each other. Some knding is available for small companies forconsultancy costs - see Business Links on next pageDo not buy on price alone

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Other organisations (primarily for the UK)Business LinksBusiness Links brings together key local business support agencies throughout England togive one-stop access to the hll range of services. Each outlet has a number of PersonalBusiness Advisors to serve individual companies. Business Links help diagnose firms'strengths and weaknesses, provide strategic consultancy, and assist with selectingconsultants and managing consultancy projects. For details of Business Links operatingnear you, contact the local Government Ofice, your nearest TEC or Chamber ofCommerce, or call 0114 - 259 - 7507/8TECs and LECsTraining and Enterprise Councils (known as Local Enterprise Companies in Scotland)provide small firms with information and advice, including quality management trainingprogrammes and awareness seminars. For hrther information contact your local TEC,LEC, Government office or call

For TECsFor LECs

0114 - 259 - 47760141 - 248 - 2700

British Quality Foundation (BQ F)BQF acts to promote the performance and effectiveness of all types of enterprise andorganisation within the UK through the promotion of Total Quality. Membership is opento all public and private sec

Documents

Implementing TQ in the Construction Industry - A Practical Guide