TheEffectivenessofTotalQualityManagementPrinciples inthePrintingIndustry By

PaigeCornelison

GraphicCommunicationDepartment

CollegeofLiberalArts

CaliforniaPolytechnicStateUniversity

2013

Abstract

TheEffectivenessofTotalQ ualityManagementPrinciplesInthePrinting IndustryPaigeCornelison

GraphicCommunicationDepartment,June2013

Advisor:KevinCooper

Thepurposeofthisstudywastodeterminethehistoryandimplicationsofthe

termTotalQualityManagement,to definethecoreprinciplesoftheconcept ,and

to testtheirprevalenceandeffectivenesswithintheprintingindustry.

Theresearchconsistedofanindepthsurvey,whichwas distributedto

employeesofprintingcompaniesacrossthecountry. Thes urveyaim edtocollect

datathatwaspredominatelyqualitativeinnature.It inquireduponthe utilizationof

qualitymanagementsystems withintheparticipantscompanies,thecoreobjectives

anddirecteffectsofthesesystems,aswellasupontheknowledgeandusageof

TotalQualityManagementprinciplesinthosecompanies.Thec ollecteddatawas

thenanalyzed usingcontentanalysis,andcasestudiesweredevelopedbyt he

informationthatwasgathered.TotalQuality

Resultsfromtheresearchshowedthatthecoreprinciplesof

Managementwerewidelyimplementedinprintingcompanies.Itwasalsoseenthat,

despitethis,notmanye mployeesofthesecompanieshadaclearideaofwhatTQM

is,andthatthemoresuccessfulcompaniestendedtohaveamoresolidknowledg e

andusageoftheTQMprinciples.Thesecompaniesmaybenefitbytakingtimeto

fullyunderstandTQManduseittoitsfullestpotential.

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ChapterTableofContents

Introduction......................6

I.......................................

a.StatementoftheProblem............................................6........7

b.SignificanceofResearch.....................................8

II.c.InterestintheProblem.................................................9

LiteratureReview ....................................................9

a.TQManditsParameters .............................................

b.TheHistoryofTQM ................................................12

c.HowTQMisImplemen ted..........................................14

i.DefiningYourApproach .....................................14

d.ii.DevelopingYourApproach ..................................16

AnalyzingTQMinthePrintingIndustry .............................1824

III.e.Summary..........................................................

Methodology..........................................................25

IV.Results...............................................................28.28

a.SurveyOverview ...................................................

b.Set1:Demographics ...............................................29..31

c.Set2:QualityManagementSystems..............................

d.CompanyProfilesandCaseStudies ...................................................37

i.PremierPress .............................37

ii.SmythCompanies,LLC ......................................40

V.iii.TheFleshCompany .........................................43

Conclusions... ........................................................46

References............................................................50

Appendices............................................................53

A. ListofContacts...................................................... 53

B. EmailtoContacts.................................................... 58

C. SurveyQuestionnaire............................................... 59

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ListofTabl esTable

1. Question21:Inyouropinion,inwhatwaysisthisQualityManagement

2.Systemeffective?.......................................................... 34

Question22:Inyouropinion,inwhatwaysisthisQualityManagement. 34

3.Systemflawed...........................................................

Question 24:HowwouldyoudescribeTotalQualityManagement?...... ... 35

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FigureListofFi gures

Age............29

1......................................................................

2.Gender.............................................................29

3.PositionType ..................................................................30

4.ImplementedQualityManagementSystems ....................... 31

5.MainObjectivesofQualityManagementSystems .......................... 32

6.Haveyouhe ardofTotalQualityManagement..............................35

7.ApproachesthatBe stDescribeQualityManagementSystems..............36

8.WouldTotalQualityManagementBeBeneficial............................37

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ListofIllustrationsIllustration

1.PremierPress.......................................................... ...37

2.SmythCompanies,LLC..................................................................................... 40

3.TheFleshCompany ......................43

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Chapter1

Introduction

StatementoftheProblemQualityisanabstractconceptthatcanbeappliedtoeveryaspectoflife. Ourworldasitexiststodayrelieso nthecontinuousreachforahigherlevelof excellence.Thisiscertainlywhytheideaofqualitymanagementisoftenregarded asatoppriorityforanytypeofcompanythatwantstoprovesuccessful.Especially sinceWorldWarIIandtheneedforaccel eratedrevival,theworldeconomyhas thrivedoncontinuousimprovement.Thisresultedintherapiddevelopmentsof varioustheoriesandphilosophiesonqualityandqualitymanagement.Theorists suchasW.EdwardsDeming,JosephJuran,AramandFeigenbauma ndPhilipCrosby havemadegreatstridesinthisvastareaofstudy.SystemssuchasLean manufacturing,ISO(InternationalOrganizationforStandardization),SixSigma,the MalcolmBaldrigeNationalQualityAward,theDemingPrize,etc.havebeen implementedinvariousinstitutionsinwaysthathaveproliferatedtheirlevelsof success.Theproblemthathasensuedfromthesevaryingphilosophiesisthe increasingdifficultyofapplyingtheoptimalqualitymanagementphilosophytoa particulartypeoforgan ization.

Notunlikethedevelopmentofqualitytheoriesthemselves,theprintand

graphiccommunicationsindustryischangingatanextraordinarilyfastpace.No longerarethesecompaniesconsideredtraditionalfamily ownedprintshops;they arenowinco rporatingmarketingplans,webandsocialmedia,variabledata,and

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otherservice basedsolutionsfortheircustomers.Thesuccessoforganizationsin thisindustryisnowrelyingonanabilitytoembraceconstantchange.Becauseof thiscontinuousprogres sion,itisafarmorecomplicatedprocessforthe managementteamofoneofthesecompaniestochooseaqualitymanagement systemthatcanbeeffectiveonthecompanyasawhole.

ThisstudywillfocusonthetheoryofTotalQualityManagementandits

effectivenessonthemodernbusinesseswithintheprintindustry.Usinghistorical

casestudiesandsurveyresearch,theresearchintendstodeterminewhetherornot TQManditscoreprincipleshaveprovenfunctionalforoverallpositivegrowthand significantimprovementofproficiencyforcompaniesthatfallwithinthiscategory. Whileitwillnotaimtocreateaside by sidecomparisonofdifferentquality managementphilosophies,itintendstoprovideacomprehensiveviewontheability torationalizead ependencyonTQM.Thestudyhopestoderivealevelof expectationagraphiccommunicationscompany(particularlyprint based companies)shouldhaveforaTQMsystemssuccessorfailure whetherornota businessshouldbeinclinedtoputTotalQualityM anagementintopractice.Inturn, managersandemployeesalikecanmakeabetter informeddecisionforthegoodof thecompany.

SignificanceofResearchEachqualitymanagementsystemthathassignificantpresenceinbusinesses todayhasitsownmerits; and,naturally,itsowndeficiencies.Thesamecanbesaid abouteachindividualbusinesswithintheprintingindustry,whichiswhytheyare

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allstrivingforcontinuousimprovement.Intodaysbusinessworld,wherefailure

canhappensuddenlyandeasily,thereislittleroomfortrialanderrorwhenit

comestoimplementingawholenewapproachtorunningyourcompany.Because

therearemoreandmorevariablesemerginginmoderndefinitionsoftheprint

industry,itisimportantforcurrentandfuturemanagersoftheseorganizationsto

understandwhatqualitymanagementsystemwillbemostlikelytoleadtheir

companytowardexcellence.

InterestintheProblemAsagraphiccommunicationmanagementstudent,theideaofperfectinga process particularly aprint basedprocess fromstarttofinishisafascinating concept.Ihaveeasilylearnedtoappreciatetheimmenseamountsofresearchand dedicationittakestofindaneffectivewaytocontroltheavoidableinconsistencies andweaknessesthatexist withinanentireorganizationmadeupofinterdependent components.BecauseIaminterestedinacareerpathinqualitycontrol,Ibelieve thisstudywillserveasthelaunchingpointfordeterminingthedirectionmyselfand otherswouldliketotaketoh elpleadtheprintindustryinthecourseofacareer.A fullunderstandingontheprosandconsofaTotalQualityManagementsystemand itsabilitytocreateastateofcohesivenesswithinagraphiccommunications businesswillguidemanydecisionsstud entslikemyselfwillmakeforthebenefitof thefutureoftheprintindustry.

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Chapter2

LiteratureReview

TQManditsParametersTotalQualityManagement(TQM)isaconceptthatisnownearlyacentury oldthathasbeenappliedtoeverypossibleind ustry.Itisabroadandadaptable termthatisoftenspecificallyalteredtomeetthegoalsoftheorganizationthatis implementingaTQMsystem.Differentorganizationsuseitinverydifferentways andconformtheconceptsinordertofittheirownpe rsonalgoals,whichmakesit difficulttoclearlydefineitsparametersandconfoundsanycoherentanalysis.In ordertocometoaconclusionaboutthegenerallyacceptedaspectsofaTotalQuality Managementsystem,wecanlookatvariousqualityorganiza tionsandphilosophies thatexist,andtheframeworkstheyhaveeachcreatedforthisconcept.Wecanthen cross examinethemtoresultinaclearandconciseillustrationofTQMthatcan guidefutureresearch.

Onewidelyaccepteddefinitioncomesfromthe AmericanSocietyfor Qualityswebsite.Itexplains,(TQM)describesamanagementapproachtolong termsuccessthroughcustomersatisfaction.InaTQMeffort,allmembersofan organizationparticipateinimprovingprocesses,products,services,andth eculture inwhichtheywork(TotalQualityManagement).TheASQexplainsTQMasa systemthatisprimarilyfocusedoncustomer focus.Thereareeightprinciplesthat theylistastheconstraintsthatmustbepresentwithinaTQMsystem;customer focused,totalemployeeinvolvement,process centered,anintegratedsystem,a strategicandsystematicapproach,continualimprovement,fact baseddecision

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making,andcommunications.AccordingtotheASQ,whileeachoftheelementsare intendedtoworktogethe rtocreateanall encompassingsystemthatwillconstantly improveeveryareaofanorganization,theseeffortsaremeanttoultimatelyleadto themaingoalofTQM:customer focusandanimprovementincustomersatisfaction. Oneveryimportantprinciple thattheASQisdeterminedtokeepintheforefrontof theTQMprocessisthatthecustomerdetermineswhethertheeffortsto

worthwhile inotherwords,ifthecustomerisnthappy,youwastedyourtimeand money.

AstudybyIoanMilosanin2011fromt heTransilvaniaUniversityofBrasov, RomaniaentitledStudiesabouttheTotalQualityManagementConceptprovidesa differentperspectiveontheimplicationsofaTotalQualityManagementsystem.

Milosanexplains,TotalQualityManagementisanorganiz ationalstrategyfounded ontheideathatperformanceinachievingaqualityeducationisachievedonly throughinvolvementwiththeperseveranceoftheentireorganizationinimproving processespermanently.Theobjectiveistoincreasetheefficiencyand effectiveness insatisfyingcustomers(p.45).Lateroninherstudy,Milosanconcludes,TQM referstoanintegratedapproachbymanagementtofocusallfunctionsandlevelsof anorganizationonqualityandcontinuousimprovement(p.45).Milosansres earch surmisedthattherearesixkeyelementstosuccessfullyimplementaTQMprocess: confidence,training,teamwork,leadership,recognition,andcommunication.By focusingonthreedifferentqualitymanagementmodels,shecametotherealization

inthi sstudythatTQMneedstofocusonusingallofthesekeyelementstocreatea continuousflowofsmallandprogressiveimprovementsfromtheverybottomof

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theorganization,andworkitswayupthroughtherestofthehierarchy.Asan overarchingstate ment,sheconfinesasuccessfulTQMstrategyasalasting commitmenttotheprocessofcontinuousimprovement(Milosan45).SixSigmaisastatisticallybasedqualitysystemthatisoftenimplementedin companiesasanothermethodofcontinuousimproveme nt.iSixSigma.comdefines SixSigmaas adisciplined,data drivenapproachandmethodologyforeliminating defects(drivingtowardsixstandarddeviationsbetweenthemeanandthenearest specificationlimit)inanyprocess(WhatIsiSixSigma?).Thisq ualitysystemis usedinvirtuallyeverytypeofbusiness,frommanufacturingtocustomer based services. TQMisoftenintroducedasafacetoftheSixSigmaapproach,and iSixSigma.comfeaturesseveralarticlesontheoriginationandimplementationof TotalQualityManagement.ThefeatureddefinitionofTQMontheirsitereads:TQM isamanagementphilosophythatseekstointegrateallorganizationalfunctionsto focusonmeetingcustomerneedsandorganizationalobjectives(Hashmi2010). They,too,have alistofprinciplestheyseeasbeingarequirementtobeconsidereda TQMsystem;thesearemanagementcommitment,employeeempowerment,fact baseddecision making,continuousimprovement,andcustomerfocus.Theyseethe mainobjectiveofTQMistodo therightthings,right thefirsttime,everytime.It seesthesystemasmostconcernedwithcontinuousimprovement;morespecifically, continuouslyimprovingresultsineveryaspectofanorganization.iSixSigma believesthatthemainwaytodothisis notnecessarilybyimplementingnew systemsorprocedures,butbypreventingmistakesinthecurrentones.They

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emphasizethatTQMisverypurposedriven,andthatthewholeorganizationhasto befocusedontheultimategoalfortheplantobesuccessful .

TakingeachoftheseTQMsynopsesintoaccount,andfindingtheoverlapsin

eachofthedefinitions,wecanrelativelyeasilynarrowdownthekeycomponentsof

TotalQualityManagement.Whileeachsourceemphasizeddifferentaspectsofthe system,wecan seeaclearrelationshipthatsectorsTQMintothreemaincategories: totalemployeeinvolvement,continuousimprovement,andcustomerfocus. CommunicationisalsoanunderlyingfactorineveryaspectoftheTQMmethodsthat werementionedineachofthes ethreesources,whetheritisimproved communicationbetweenindividualswithintheorganization,orbetweenthe organizationitselfanditscustomers.Thesethreefactors,alongwithanoverarching goalofbettercommunication,willbethebasisuponwh ichthisstudywillbe implemented.

TheHistoryofTQMThetermTotalQualityManagementwasoriginallycoinedinthe1980sby

theNavalAirSystemsCommandtodescribeitsJapanesestylemanagement

approachtoqualityimprovement(HistoryofTotalQualityManagement).Butthe

AmericanSocietyforQualitycontendsthatitstartedtogainmomentummuch

earlierduringthedepressionera,especiallywhenastrongoppositiontounions

aroseinthecontextofworkersnotbeingabletodirectlyimpactworkingconditions.

Itthenprogressedintothe1930s,whenWalterShewartbeganthefirstmethodsfor

statisticalprocesscontrol,andlaunchedatrueinterestintheideaofquality

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managementandprocessimprovement.ManagementphilosophersW.Edwards

Deming,AramandFeigenbaum,JosephM.Juran,andPhilipB.Crosbymadeahuge

impactontheTQMtheoriesinthe1950s;Demingtaughtstatisticalanalysisand

qualitycontrolintheJapanesebusinessmarket,Feigenbaumwroteabookentitled TotalQualityControl ,Juranledqualityimprovementthroughmanagement,and Crosbydevelopedtheideaofthezerodefectsapproachtoquality.KaoruIshikawa isalsoarenownedqualitymanagementleaderfromthe1960s,knownforthe Ishikawa(alsocalledfishbone)diagra ms.

AccordingtoapaperentitledTotalQualityManagement:Originsand EvolutionoftheTerm,writtenin1998byprofessorsAngelR.Martinez Lorentaof theUniversityofMurciaSpain,aswellasFrankDewhurstandBarrieG.Daleofthe

ManchesterInst ituteofScienceandTechnology,FeigenbaumandIshikawawerethe twoqualityphilosophersthatmadethegreatestcontributionstothetermTQM. Juran,Deming,andCrosbyareseenasgreatdevelopersofTQMconcepts,butitis revealedthatnoneofthet hreeeveractuallyusedtheexacttermTotalQuality Management.Thepaperlistsseveraleventsthroughoutthecenturythatledupto thecurrentdefinitionoftheterm,includingthefirsttrueusageoftheterminthe JapaneseNavalAirSystemscommand ,asmentionedpreviously.Associatively,the authorscametotheconclusionthatmosttheoreticaldevelopmentsinthe advancementoftheconcepthavebeenmadeintheUSAwhereasJapanhasheldthe initiativeintermsofapplication(p.12).Overall,it ismadeobviousthatthe abstractionsoftheTQMconcepttookafewdecadestothoroughlydevelop,andthat therehavebeenmanydifferencesinboththedefinitionandapplicationofTQMover

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theyearsandamongstthedifferentqualitygurusandtheirtheoriessinceits

origins.

Today,severalcompaniesimplementTQMasabroadandsystemic

approachtomanagingorganizationalquality(TotalQualityManagement).It

umbrellasoverseveralspecificqualityprogramssuchasISO9000,theMalcolm

BaldrigeNationalqualityAward,SixSigma,theDemingPrize,LEANmanagement,

andsoon.Althoughtosomeitmayseemlikeabuzzwordthathasgoneinandout

ofpopularitywithinthelastseveraldecades,itsconceptsandprinciplesare

constantlybeingimple mentedacrossallindustryandbusinesstypes.Theprocessof

actuallyimplementingaTotalQualityManagementsystemisthenextstepin

identifyingtheframeworkofthisqualitysystem.

HowTQMisImplemented

Definingyourapproach.Asmentionedpreviou sly,thereareseveraldifferentdirectionsthatcanbe

takenwhenitcomestodefiningthescopeofaTQMprocess.Thesamecanbesaid

fortheimplementationofTQM.Wecanonceagainanalyzethevaryingapproaches

takenbydifferentqualityorganizationsandphilosophies.

The CertifiedManagerofQuality/OrganizationalExcellenceHandbook

(Westcott2005,p.306307)fromtheAmericanSocietyforQualityidentifies5

differentpossiblestrategiesforimplementingaTotalQualityManagementsystem.

Theya reasfollows:

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TheTQMelementapproach. Thisapproachincludeskeybusinessprocesses oftheparticularbusinessandusesthemaintoolsofTQMtostimulate improvements.ThiswidelyincludedputtingTQMelementsintopracticeas theyarelearnedmoreext ensivelythroughouttheprocess. Theguruapproach. Thisself explainedapproachusesoneormoreofthe qualityphilosophersmethodstodeterminewherethe business/organizationhasroomforimprovement,anddirectlyparallelsthe solutionstothatofth echosenguru.

Theorganizationmodelapproach. Thisinvolvescompanieschoosinga successfulTQM basedcompanyonwhichtomodeltheirownquality improvementplan.Theycombinethemodelsideaswiththeirowninorder

tobetterapplyittotheirspecificneeds.

TheJapanesetotalqualityapproach . Thisapproachismodeledoffofthe DemingPrize.Companiesusingthisapproachdevelopalong rangemaster planforin houseuseandoftenuseittoactuallycompetefortheDeming

Prize.

Theawardcrite riaapproach. Thisapproachisageneralsystemthat choosesanyofthequalityawardcriteria MalcolmBaldrige,DemingPrize, EuropeanQualityAward,orotherwise inordertoimplementatotalquality system.

Manyorganizationsspecificallychooseoneoftheseapproachestoimplementatotal

qualitymanagementsystem;othersmaycombinefacetsofmorethanonetocreate

theirowncustomplan.

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Thesedifferentapproachesarecertainlyagoodwaytobegintheplanning processforimplementingTQM.Butt herearecertainthingsthatmustbedoneatthe startoftheprocesstogetaclearvisionofexactlywheretheorganizationneedsto gowiththechosenapproach.AnotheriSixSigmaarticle( Introductionand ImplementationofTotalQualityManagement) outl inestheimplementationprocess ofaTQMsystem,andrecognizesthatacrucialfirststepistoassessthe organizationscurrentreality.Thisessentiallymeansdoawidespreadand thoroughauditofthecompany,andparticularlyitsmanagement,todete rmine wheretheorganizationisfunctionwellandwhereitmayneedasignificantamount ofwork.Thearticlepointsoutthatacompanygenerallyneedstobealreadyhealthy inordertosuccessfullyimplementTQM;ifthecompanyhassomesignificant problemsinthefirstplace,thesewouldneedtoberesolvedbeforeevenconsidering aTQMapproach.

Developingyourapproach.OnceyouhavedecidedwhereyourcompanyisgoingtofocusitsTQM efforts,aclearandconciseplanneedstomadeforhowtogetto thosegoals.The sameiSixSigmaarticlegivessomestepsformanagingthetransitionintoaTQM system;identifyingtaskstobedone,creatingnecessarymanagementstructures, developingstrategiesforbuildingcommitmentdesigningmechanismsto communicatechange,andassigningresources(Hashmi,iSixSigma.com).Carefully andthoroughlycarryingouteachofthesestepstothebestoftheorganizations abilitywillbeadifficultandongoingprocess,andthearticleemphasizesthatgetting ideasandcon tributionfromdifferentstakeholdersinyourcompanyandmaking

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sureyouremployeesareinvolvedasmuchaspossiblearebothcrucialtothe

process.

Afterconsideringmanycasestudiesofcompaniesthatimplementedtotal

qualitymanagement,JohnSherwo odandSherwood,theauthorsofTheTotal

QualityParadox:PartTwoHowtoMakeTotalQualityWorkfrom TheJournalfor

QualityandParticipation ,concludedwith7principlesthatguidesuccessfulquality

improvement.Theyareasfollows:

1. Thewayanen terpriseisorganizeddetermineshowwellcustomersare served

2. Substantialimprovementscomefromsystemicchanges

3. Thechangeprocessiscollaborativeindesignandimplementation

4. Employeesshouldbegivenavoiceinhowtheirworkisdone

5. Thebuildingblo ckoforganizationalchangeistheunitofworktheteam

6. Thechangeprocessitselfiscompetentlymanaged

7. Thevisionstretchesexpectationsofwhatispossible Thiscomprehensivestudydrawsattentiontotheimportanceofcontinuous improvement,resultin ginincreasedcustomersatisfaction,aswellasreductionin cycletimeandthereforeunitcostandwasteaswell.Theyalsoexplainedthatthese processeswillreducetheamountofemployeeabsenteeismandturnover;this wouldbeasaresultofincreased customersatisfaction.

AlastpositiononthemethodsforimplementingTotalQualityManagement comesfromanarticleentitledItTakesMoreThanStatisticsbySidChadwickfrom

the AmericanPrinter (1992).Chadwickexplains,inresponsetoelevatedemphasis

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onstatisticalqualitycontrol,thatinordertoeffectivelyimproveyourlevelof

qualityyoufirstneedtofocusonyourcustomerneedsandexpectations.Youcannot

focusondatawhenyoudontfirsthavecustomerstoproduceyourdata.Hepoints

outthatifyouimplementaTQMsystem,andyoudonthavecustomerfocustokeep

yourcompanygrowing,TQMismerelyafadthatwillfadeawaywithtime.Healso explainedthatperformancetrainingforemployeesisalsoanecessityinorderto actuallyme etthatcustomersatisfaction.

EachoftheseapproachestoTotalQualitymanagementonceagainseemsto emphasizecustomerfocus,employeeinvolvementandcontinuousimprovement, andwenowhavemorespecificstepsthatshowushowtogettoourTQMgoals . Althougheachdiscussedapproachhassomedifferentiation,therearecertainly manyoverlapsthatcangiveusareliableblueprintforasolidapplicationofTotal QualityManagement.Wecannowspecificallyapplytheseprinciplestotheprinting industryitself,andanalyzethesimilaritiesaswellasthevariationsinaTQM processthatmustexistinordertobesuccessfullyimplementedintothisspecific field thereforecreatingtheframeworkforfurtherresearchinthisstudy.

AnalyzingTQMinthe PrintingIndustryIntherecentpast,ithasbecomemorecommonforprintcompaniestostart

totaketheinitiativetoimplementsomeformofTotalQualityManagement. Althougheachcompanyisuniqueinsomewaywhenitcomestotheparametersit setsto implementthesystem,thethreebasicaspectsthathavealreadybeen discussedarepresentinbothexamplesthatwillbefeaturedinthisanalysis.These

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twocasestudiesfocusontwodifferentapproachestoanalysisofTQMeffectiveness: thefirstbeingm oreofastatisticalapproach,whereasthesecondisaphilosophical

andpsychologicalapproach.Bothproceduresaresuccessfulinanalyzingthemeans

ofTQMimplementationinprintingcompanies,anditisimportanttounderstand

howeachcanbeutilizedi nordertomeasurethecompaniessuccess. ThefirstcasestudywasfeaturedontheiSixSigmawebsiteinanarticle

entitledNewspaperAimstoImprovePrinting:ATQMCaseStudy(Goyal2010).

Thisthree partseriesfollowedanewspaperprintingplantinIndiaduringtheir

processtoconverttoaTotalQualityManagementsystem.Thecompanyowneda6 unit,web fedpresswhoseinkstationshadtobesetmanually.Theirmaingoalwas

tomaketurnaroundfasterwhilealsoimprovingthequalityofthephysicalprint

jobs.

ThecompanystartedbyformingaTQMgroupconsistingofthegeneral

manager,twoprinters,thequalitymanager,andtheprintfloorshopmanager.They

attendedatwodayTQMawarenessprogramtobegintheprocess.Theythensat

downandclear lydefinedwhatproblemshadtoaddress,includingblurredborders

onimagesandthehuesoftheimagesnotbeingcorrect.Theteamthenperformed

theFiveWhyorWhyWhyanalysis(constantlyaskingwhytoeveryanswerthat

isgivenwhenaskedwhyaproblemexists).Togiveanideaofhowthismethod

works,theystartedwiththequestionWhyisthepictureblurred?andendedup

realizingthatthereweretwodifferentplatemakingmachineswhosenotches

influencedtheplatestobesuperimposedfromdifferentsides.Thisledtoshifting

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therollerononeoftheunits,whichendedupsolvingtheproblemofblurred

images.

Thenextproblemtheyaddressedwasthecoloraccuracyissue.Theyfirst

usedstatisticalanalysistodeterminehowclosetheirinkflowandregistrationwas

totheirdesiredranges,andfoundthat99.7%ofthedotswerebetween+/3sigma

(90%ofthedotswereoutofthedesiredrange).ThearticleexplainedthattheTQMssible,sothey

teamthoughtreachingthedesiredrangewasgoingtobenearlyimpo

initiallydecidedtoaimforonlya45%inaccuracy.Theydidmorestatisticalquality

analysistomeasureinkflowmeasurementsandperformedmorewhywhyanalyses

anddeterminedthattheyneededtoconsistentlyandaccuratelymeasurethe

amountofinkflowacrosseachpageofthenewspaper.Theywerehesitanttothe

changeatfirst,buttheyinstalledlevelcontrollersonalloftheinkunitsandfound

themtobeacceptable.Theteamcarefullydocumentedmeasurementsand

improvementsovert heprocess,andendedupreducingthesigmabyanother5o%

whichwasbeyondtheiroriginalgoal.Fromthatpointon,theimplementedadaily

controlchart,dailymanagerialreviewsandteamreviewsforseveralaspectsofthe

company beyondjustprintquality(customerservice,employeecollaboration,

etc).AftertheirTQMprocess,thecompanydecided,ifyoudonotimprove,you

deteriorate.Theyalsofoundthatthisimprovementsignificantlydecreasedtheir

amountofpaperwaste,sincelesspaperwasusedonpageswhosecoloror

registrationwasunacceptable.

Overall,thisnewspapercompanyusedseveraldifferentTQMtacticsinorder

toimprovetwospecificproblemswithintheirprocess,andendedupwitha

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completelydifferentsystemthatwasimprovin gqualitywithineveryaspectoftheir business.ThisexamplefindsTotalQualityManagementtruetoitsname(if implementedcorrectly)inthatitcompletelyaffectseveryaspectofthebusinessina waythatensuresimprovementinthelongrun.

Thesecon dexamplecomesfromadissertationforaDoctorateofPhilosophy byJohnD.MillerattheUniversityofWisconsin Madisonin1995.Thedissertation wasentitledACaseStudyoftheEffectsofImplementingTotalQualityManagement atPerryPrintingCorp orationandImplicationsforAdultLearning.Millersmain goalwastounderstandtheviewsthatwereheldaboutTQMprinciplesby employeesofacompanyinordertodeterminewhethertheprocessisactually effective.Heconductedinterviewsandobservat ionforresearch,askingseparate setsofquestionstothemachineoperatorsandtothemanagerialrolesofthe company.TheorganizationhadbeencommittedtoaTQMphilosophyforfiveyears priorandhadconsistentlyachievedpositiveresultsinworking withTQM,andhad continuousTQMtrainingforemployees,whichiswhythisparticularlycompany waschosen.PerryPrintingwasinvolvedwithheatsetweboffset,mailing,binding, polybagging,andothersimilarprocesses.TheircustomersincludedTimeMaga zine, InStyle,andSportsIllustrated,aswellasotherpublicationsandnewspapers.

Therewerefivemainresearchobjectivesinthiscasestudy:thefirsttofind

employeespersonalinvolvementintheTQMprogram,thesecondtofindwhich toolsandtechn iquesthatweretypicallypartofTQMwereactuallybeingputinto practice,thethirdtofindifemployeeshadfeltanyrealchangesincethe implementationoftheTQMsystem,thefourthtofindifanysignificantlessonshad

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beenlearnedbytheemployees throughtheTQMsystem,andthefifthwhetheror nottheDemingqualityphilosophieswereunderstoodbytheemployeesafterthe implementation,andinwhatway.Thirtyinterviewswereconductedtodetermine thechangesorganizationalbehaviorofPerryPri ntingasaresultoftheTQM process.

Thedissertationanalyzedtheinterviewresponsesandobservationsandsplit themintocategories,addressingeachtopicindividually.Millerthenincludeda summaryofhismajorfindingsrelatedtotheobjectivesmen tionedabove.In relationtothefirstobjective,Millerfoundthatparticipationandinvolvementfrom allemployeeswasseenasnecessaryelementstothesuccessofTQM,andsetasa knownrequirementwithinthecompany.Almostallemployeesreceivedqual ity awarenesstrainingandwereexpectedtobeginthechangeimmediately.Healso found,pertainingtothesecondobjective,thatvariousqualitytools(diagrams, charts,etc.)neededtobeprovenandendorsedaseffectiveinordertoresonatewith theemp loyees.Thethirdobjectiveanalyzedmentalmodelsoftheemployees,and Millerfoundthatthemajorityofemployeessawimprovedrelationshipsand communicationwithinthecompany,especiallyinaccordancewithdiscussionof organizationalprocesses.Em ployeesespeciallyfeltthattheiropinionswereheldat higheresteem,whichthendirectlytranslatedtohighercustomersatisfaction.The fourthobjectivefoundthatTQMtrainingprogramsneedtobeopentolearning, smallinrelationtothewholelearni ngprocess(mostofthelearningneedstobe doneinreal time),thatemployeesneedtointeractthroughgroupsinorderto spreadandadapttothenewmentalmodels,andthattheyneedtoberegularly

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assessedbasedontherequirementsoftheprocess.T hefinalobjectiverealizedthat PerryPrintingsTQMmodelwasnotnecessarilytotallybasedonDeming philosophiesbutthattheywereusedasaseedandinitialinspirationforthe implementationofthechange.Millerdidfindthatthemoregenerala ndmost usefulofDemings14pointswereutilizedactivelyinPerryPrintingsTQMprocess, butwerestillusedmoreasguidelinesthatweretailoredtotheirownneeds.Infact, MillerhimselffeltthatDemingsprincipleshadnotcontributedmuchtoP erry Printingssuccessatall.Thefindingsforeachoftheseobjectivescommentonthe directimpacttheTQMprocesshadontheinternalcomponentsofthecompany itself.

AlthoughthespecificmeansofTQMwerenotactivelydiscussedinthiscase study, severalimportanttopicswererevealedabouttheemployeeperceptionsofa TQMchangewithinanorganization,andhowtheydirectlyimpactedthe effectivenessofthatchange.Thisobjectiveapproachcanbejustastellingasa statisticalandmoremethodic alapproachcanbe,andcanbeveryhelpfulforfuture suggestionsforimprovementstotheprocess.

BothexamplesofTQMintheprintingindustryshowedoverallpositive resultswhenthebasicprincipleswerecarriedout.Andalthoughthetwocase studies hadverydifferentmethodstoanalyzingthesuccessoftheTQMsystems, eachgaveverysignificantinsightastowheretheprocesseshadroomfor improvement.Thesetwomethodswillserveasabasisfordeterminingthe methodologyofresearchandanalysis thatwillbeusedforthisspecificstudy.

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SummaryAfterthoroughlydiscussingtheparameters,history,implementation,and

methodsofanalysisofaTotalQualityManagementsystem,itcanbeconcludedthat therearevariedmeanstodeterminingexactlyw hatisincludedinTQM,whichcan benarroweddowntosomefundamentalprinciples.Firstofall,itisclearthat throughouthistoryTotalQualityManagementisseenasanall encompassing procedurethatisintendedtoimprovevirtuallyeveryareaofabus iness.Secondly,it isalsoapparentthat,althougheachTQM basedcompanymaychoosetouse differentapproachestotheirTotalQualityManagementsystem,nearlyallexamples utilizethesamebasicprinciples:customerfocus,employeeinvolvementand continuousimprovement.Wecanalsoobservethattheremaybebothastatistical andpsychologicalapproachtoevaluatingtheeffectivenessofaTQMprocess,and thateachhasitsownindividualmeritsthatcanbeemployedintheanalysisprocess. Everybasic principlethathasbeensurmisedthroughthisliteraturereviewcanbe putintopracticethroughthemethodologyandresearchthatwillbedonetofurther thestudyofTotalQualityManagementwithintheprintingindustry.

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Chapter3

Methodology

Thisstud yaimedtodeterminetheprevalenceandeffectivenessofthecore principlesofTotalQualityManagementsystemswithintheprintingindustry. PreviouslygivenhistoricalresearchservedtodeterminewhichprinciplesofTQM wouldbeconsideredthecore. Theywerethentestedwithinmodernprint businessestodeterminetheirlegitimacyintheindustry,andthepotentialtheyhave tocontinuetoprovesuccessfulamidsttheconstantchangesthataretakingplacein graphiccommunicationcompanies.

Theobject ivesofthisresearchweretodetermineifTQMprinciplesare currentlybeingusedintheprintingindustry,whichTQMprinciplesareprimarily beingused(whichonesaregivenmoreorlessemphasis),anddetermineifthe usageoftheseTQMprincipleswere orwerenotbeneficialtothesecompaniesand why.Theresultsofthisstudywillbeusedtodeterminewhatfactorsinfluencethe effectivenessofTotalQualityManagementimplementationoverall.

Thesamplepopulationconsistedofemployeesofprintingco mpaniesaround theUnitedStates,primarilyinCalifornia.Forthepurposeoftheresearch,theterm printingcompaniesencompassedanybusinesswhoseprimaryserviceand generatorofincomeisaprintingoperation(whetheritbedigital,lithography, flexography,gravure,screen,oranyotherprintprocess).Thestudyincluded companieswhohavebeeninexistencelongenoughtohaveexperiencedvarious changesintheirqualitycontrolprograms(ortohavemadeobservationsregarding thelackofanyquali tycontrolprogram);theaimwastoinvolvecompaniesthat

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havebeenestablishedforatleast5years.Itincludedmembersatvarious

hierarchicallevelsandareasofemployment,rangingfromthepressmantothe salesmentotheCEOsofthevariouscompanie s.

Thetypeofdatathatwascollectedwaspredominantlyqualitativeinnature.

Therearetwomaintypesofdatathatweregathered.Descriptivedatawas convenedthroughtheuseofonlinesurveys,overthephoneandface to face interviews.Historicalres earchwasaccumulatedthroughcasestudiesand backgroundresearchonthecompaniesthatarebeinganalyzed.Thedescriptive datacollectionincludedsurveyandinterviewquestions(listedintheAppendix) thatintendedtoascertainbothdemographicdatao ntheemployeesthemselvesand theirrespectivecompanies,aswellastheemployeesperspectiveonTotalQuality Management.Also,thequalitymanagementsystemsandprinciplesimplementedin theircompanies,andtheemployeessuggestionsforchangeand improvement withinthosesystemswererecorded.Historicaldatawasgatheredthroughthe surveysandinterviews,aswellasresearchonthecompanythroughoutside

sources.

Theanalysisofthedatacollectedwasperformedthroughcontentanalysis. Forexam ple,thepracticeofthedifferentcoreTQMprincipleswasinsertedintoa charttodeterminewhichprinc iplesareusedmostfrequently. Thesurvey (particularlydemographic based)questionswerealsogivenvisualrepresentation throughchartsandgraphs, anddirectlycomparedtotheresultsoftheinterview questions.Forthepurposeofthestudy,thesuccessfactorsthatwereconsidered

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wereprimarilycompanygrowthprofitability.ThecorrelationofTQMfactorsto

growthandprofitabilityservedasthekeyindicatorofTQMeffectiveness.

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Chapter4

Results

SurveyOverviewInthisstudy,anextensivesurvey/interviewquestionnairewasdeveloped.It

wasintendedforbothanonlinesurveyformat,formulatedwithanonlinesurvey creatingplatform,aswell asforusethroughinpersonandphoneinterviews.There were223contacts,collectedfromvarioussources,whichwereindividualsknownto workorhaveworkedintheprintingindustry.Thesecontactsweresentanemail (seeAppendix),giventheoptionto completethequestionnairethroughtheonline format,ortocontactthesenderiftheyoptedtocompleteitinpersonoronthe phoneasanalternative(noneofthecontactsrequestedanin personorphone interview).Theywerealsoaskedtoforwardthee mailtoanyotherstheyknewwere involvedintheprintingindustry.

Thequestionnaireconsistedof30questions(seeAppendix),rangingfrom

radiobutton(oneansweronly),checkbox,fillintheblank,andessayformat questions.Thereweretwomaincate goriesofquestions:thefirstsetwas demographicinnature,whiletheremainingquestionsinquiredforsubjectiveand descriptiveinformation/opinionsonQualityManagementSystems.Thecontacts weregiventheoptiontoanswerasmany,orasfew,questio nsastheywouldlike, andtoremainanonymousiftheysochose.Theyweregiventwoweekstocomplete thesurvey,andwereabletosavetheirprogressandreturntoitlateriftheyso

chose.

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Set1:DemographicsThesurveyyielded38responses;27completedresponsesaswellas11

partiallycompletedresponses.Theyrepresented24differentcompanies

throughouttheUnitedStates.Therewerealso7responsesfromindividualsthat

chosetolettheircompanyremainanonymous.Themosthighlyrepresented

companieswerePremierPressinPortland,Oregon(yielding3responses),Smyth

CompaniesLLCinMinneapolis,Minnesota(yielding4responses),andTheFlesh

CompanyinSt.Louis,Missouri(yielding2responses).Becausethesecompanieshad

greaterresponsera tes,theywillbegivenaheavierfocusinthedatareportand

analysisintheformofcasestudies.

Figure 1:AgeFigure 2:Gender54,and81 .5%were

Ofallrespondents,themajority(40.7%)wereages45

male.Inaddition,70.4%identifiedtheircurrentpositionasaManagementrole,

51.9%identifiedtheircurrentpositionasanOperationsrole,and33.3%identified

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theircurrentpositionasaQualityControlrole.

Figure 3:PositionType

Ofalloftheindividuals,37%hadbeenworkingattheircurrentcompanyfor 1 5years,and22.2%hadbeenworkingattheircurrentcompanyfor20+years. Additionally,14.8%hadheldtheircurrentpositionfor1 5years,and11.1%had heldtheirpositionfor16 20years.Awidemajority(59.3%)hadbeenworking withintheprintingindustryfor21+years.

Ofallthecompaniesdiscussedinthesurveys,40.7%hadbeenfoundedin 1950orearlier.Onlyonerespondentwasfromacompanythat waslessthan5years old(whichwasthetargetfortheminimumcompanyageforthisstudy).Also,51.9% identifiedtheircompanyasacommercialprintingcompany,and48.2%identified theircompanyasOther.Theservicesthecompaniesofferedwerevery widespread;themajorityofferedoffset(92.3%)and/ordigitalprinting(73.1%).

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Set2:QualityManagementSystemsTheseriesofquestionsonQualityManagementthenfollowedthe Demographicdata.WhenaskediftheircompanyhasaQualityManagementSys tem, 85.2%saidtheydo,and84%werecurrentlyusingthedesignatedQMS.Many companieshadimplementedmorethanoneQMSinthepast;88%hadimplemented LEAN,44%hadimplementedSixSigma,40%hadimplementedtheISOseries,and 44%hadimplementedTot alQualityManagement. Of allrespondents,32%hadbeen usingtheirQMSfor1 5years,and48%hadbeenusingitfor6 10years;only4% hadusedtheircurrentQMSfor21+years.Themainobjectivesfortheircurrent QualityManagementSystemwereeachver yhighlyselected,butContinuous Improvementwasthemostoccurringanswerwith96.2%.

Figure 4:ImplementedQualityManagementSystems

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Figure 5:MainObjectivesofQualityManagementSystems

Thee ssayportionsofthesurveyarelessquantifiableandneededtobe analyzedbasedoncontent.WhenaskedinwhatwaysthecompanysQuality ManagementSystemwaseffective,avarietyofanswersresulted,buttherewere alsowidespreadcommonalities.Thehi ghestoccurringtopicwithinthe answersdealtwithimprovingtheefficiencyofproduction;45.5%ofrespondents mentionedthisimprovement.Thesecondhighestoccurringtopicwasemployee involvement,with36.4%ofrespondentsincludingthisintheirres ponse.Waste reductionwasthethirdmostlistedimprovement,includedin27.3%ofanswers. Othertopicsincludedsavingcost(4%),reducingdefects(13.6%),betteranalysisof statisticaldata(4%),improvedcustomerservice(9%),improvingsafety(9%),a nd overallimprovementofquality(18%).WhenaskedinwhatwaysistheirQMS flawed,lesscommonalityarose.Themostfrequentlyoccurringtopicsseemedtobe flawsinthepeopleinsteadofthesystemitself,encompassing50%oftheresponses. Thesecomme ntsincludedtheproblemthatpeopledonotexecute,thatitishardto manageemployeesabilitytoperformthequalitysystem,andthatitisdifficultto

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keeppeopleexcitedandengagedinthesystem.Therewerealso9%ofrespondents

thatmentionedthe irsystemisoutofdate,and18%statedthatitwastoohardor

theysimplydonothaveenoughtimetoaccuratelyperformthesystem.Otherissues

includednotbeingabletofocusonthedetails(4%),nothavingarootcauseanalysis

andactionplan(4%), movingtoofastthroughthesystem(4%),notbeingableto

integrateplantsatalllocationsthroughISOdocumentation(4%),havingthesystem

seenasaseparateentityfromthecoreofthebusiness(9%),andbeingcorrective

insteadofpreventative(4%). OnerespondentsawnoflawintheirQuality

ManagementSystem.

(Seetablesbelow)

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Table 1

21.Inyouropinion,inwhatwaysisthis

QualityManagementSystemeffective?

Increasedproductionefficiency45.5%

Employeeinvolvement36.4%

Wastereduction27.3%

Overallqualityimprovement18.0%

Reduceddefects13.6%

Improvedsafety9.0%

Improvedcustomerservice9.0%

Improveddatacontrol4.0%

Betterconsistency4.0%

Costreduction4.0%

Table 2

22.Inyouropinion,inwhatwaysisthis

QualityManagementSystemflawed?

Hardtomanagepeople;lackof50.0%

interest

Toohard;notenoughtime18.2%

Outofdate9.0%

Notintegratedincorebusiness9.0%

Needrootcauseanalysis4.0%

Movingtoofast4.0%

LackofISOdocumentcontrol4.0%

Can'tfocusondetails4.0%

Correctiveinsteadof4.0%

preventative

Costreduction4.0%

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Theremainderofthesurvey questionsinquiredupontheknowledge andopinionso nthetopicofTotal QualityManagement.Asan introductoryquestion,thosesurveyed wereaskediftheyhadheardofTQM; 92.6%repliedwithaYes.Theywere thenaskedhowtheywoulddescribe TQM.Ofallresponses,33%ofthe definitionsincludedtheco nceptof continuousimprovement,38%included customerfocus/meetingcustomer expectations,33%includedtheconcept ofcompleteintegrationofallprocesses, and23.8%includedcompleteemployee involvement.Otheroccurringtopics consistedofthemainten anceof standardsandprocedures,thePDCA (Plan,Do,Check,Act)Cycle,increasing profitsandemployeewages,andusing quantitativedatacollection .

Figure 6:HaveYouHeardofTotalQualityManagement

24.HowwouldyoudescribeTotalQuality

Management?

Customerfocus,meeting38.1%

customerneeds

Completeintegrationo f33.3%

processes

Continuousimprovement33.3%

Employeeinvolvement23.8%

Focusonincreasedprofits9.5%

Plan,Do,Check,Actcycle4.8%

Table 3

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Inthelastportionofthesurvey,therespondentsweregivenadescriptionof thethreeCorePrinciple sofTotalQualityManagement,asgiveninChapter2.They werethenaskedhowtheyimplementtheseprinciplesintheirowncompanies (thesewillbecoveredinthecompanyprofilesandcasestudies).Theywerealso givenadescriptionoftheFiveApproach estoTotalQualityManagement,andasked whichbestdescribestheircompanysQualityManagementapproach.Themost commonanswerwastheTQMElementApproach,with53.9%selected.The OrganizationalModelapproachwasselectedby42.3%.TheGuruApproach was selectedby15.4%,theJapaneseTotalQualityApproachwasselectedby7.7%,and theAwardCriteriaapproachwasnotatallselected.Theywerethenaskedto elaborateonwaystheyusetheseapproaches,whichwillalsobecoveredinthe companyprofil esandcasestudies.

Figure 7:ApproachesthatBestDescribeQualityManagementSystems

Assomefinalwrap upquestions,companieswereaskediftheywould considertheircompanytobeusingTotalQualityManagementafterlearning the giveninformation.Ofthe27respondents,64%repliedYes,22.2%replied

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Maybe,and14.8repliedNo.ThosethatansweredNoorMaybewereaskedif

theythoughtimplementingaTQMsystemwouldbebeneficialtotheircompany;

80%repliedYes ,10%repliedNo,and10%repliedIdontknow.

Figure 8:WouldTQMBeBeneficial

Thefinalquestionaskedforanyfinalthoughtsorcomments,whichmaybe

applicabletothefollowingcasestudies.

CompanyProfilesandCase Studies

PremierPressPremierePressisprimarilya

commercialprinterlocatedinPortland,

Oregon.Thecompanyhasbeenfamily

ownedforover35years,andwas

Illustration 1:PremierPress

foundedin1974byArnoldWheelerwho

borrowedasmallpressfromafriendand$7,000fromhisgrandmother.Histhree

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daughtersnowownthebusiness.PremierPressprovidesoffset,digitalondemand,

wideformat,andbindery/fulfillmentservicestotheircustomers.Theyalsofeature letterpress,marketingservices,variabledata,mailingandfulf illment,website development,graphicdesign,andweb to printservices.Accordingtotheirwebsite, theyareG7Certified,andhaveavarietyofSustainabilitycertifications.Theydonot haveanythinginparticularaboutaqualitymanagementsystemoran yquality assurancestatementontheirsite.

ThreeindividualscontributedtothesurveyfromPremierPress.Thefirst wasScottGorman,amaleaged35 44,whoistheVicePresidentofManufacturing. Scotthasbeenatthecompanyforover20years,hasbe enworkingintheprinting industryforevenlonger,andhasheldhiscurrentpositionfor6 10years.The secondistheFulfillmentLead,whosenameisunknown.HehasbeenatPremierfor 11 15years,hasbeeninhiscurrentpositionlessthan5,andhas beeninthe printingindustryfor16 20years.ThethirdisJodiKrohn,CEOandOwnerofthe company.Shegrewupworkinginthebusinesswithherfamily.Sheisinvolvedinall

operationsofthebusiness,fromcustomerservicestoresearchanddevelopment to marketingandqualitycontrol.

WhilethecompanyhasworkedwithdifferentQualityManagementSystems inthepast,theydonotseemtohaveonespecificsystemsetinstone.Theyhave beenincorporatingcomponentsofLean,SixSigma,andtheirownspec ificquality managementprocess,andhavebeendoingsoforlessthan5years.Themain objectivesoftheQualityManagementwasclearlydefinedasfollows:

Reducedefects

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Improvecustomerservice

Continuousimprovement

Improveemployeeinvolvement

ImproveCommunicationwithinthecompany PremiereusesseveralLeanmanufacturingandSixSigmatoolsinthe

workplace,suchasthe5Whys,Kaizen,5Ss,SMED.Overall,Theyseemtoplace higheremphasisoncontinuousimprovementandemployeeinvolvement.Theyh ave hiredamemberofthestaffthatspecificallyfocusesonContinuousImprovement withinthecompany.Theyalsoholdweeklyreviewmeetingsineachdepartmentin ordertofindanyissuesinproductionorworkflow,toseewhatnewtoolsare

neededandsol veanyfrustrationstheemployeesmayhave.Theyusethewhite boardapproachforcontinuousrecordandvisualaid.Theyalsohavetopdown meetingsforspecificprojectgroups,whichhavethesameobjectivesasthe departmentmeetings.Thesemeetingshe lptheentirecompanytoimprove processes,reducecost,reducestressandcreateamorepositiveworkenvironment. TheyalsohaveincorporatedwhattheycallaGreatCatchprogram;whenan employeecatchesaflawormissinginformationwithintheproduc tionprocess,they areenteredintoadrawingforprizesandvacationdays.Thecompanyalsoplacesa focusoncustomerfocusthroughtheiremployees,constantlygoingthroughtraining andeducationinordertoestablishPremierPressasacustomerservice company, servingbothinternalandexternalcustomers.

ThethreerespondentsfromPremiersawthemselvesusingthreeofQuality

Managementapproaches:TheOrganizationalModelapproach,theTQMElement

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approach,andtheJapaneseTotalQualityApproach,basedontheirvariousquality

managementactivitiesandthedefinitionsofeachapproachthatwasprovided.Both

theFulfillmentLeadandGormanconsideredthemselvestobeusingTotalQuality

Management,whileKrohndidnot.

SmythCompanies,LLCSmythCompanies,LLCisalabeling

companystationedinMinneapolis,Minnesota.

Thecompanywasfoundedin1877byHenry

MartinSmyth,andisoneoftheoldestbusiness

entitiesinMinnesota.TheirlabelproductsIllustration 2:SmythCompanies,LLC

includepressuresensitive,cutand stack,in

mold,heattransfer,shrinksleeve,andpromotionallabeling.Theyalsoofferin

housedesign,prepress,andlabelapplicationsystems.Smythutilizesoffset,digital,

flexography,specialty,andvariabledataprinting.Theyprimarilymarkettothefood and beverage,personalandhouseholdcare,alcoholicbeverage,andprivatelabel sectors.TheyhavewonafewawardsinvariousLabelcompetitions,andareISO 9001:2008Certified.

FourSmythemployeesrespondedtothesurvey.ThefirstisAndreaMossong,

ProjectManager,whohasbeenatSmythandintheprintingindustryforlessthan5

years.ThesecondisAllenHallberg,VicePresidentofContinuousImprovement,who

hasbeenatSmythforlessthan5yearsbutintheprintingindustryforover21 years.The thirdisGregDooley,theMaterialWasteCoordinatorandEstimator,who

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hasbeenatSmythandintheprintingindustryforover20years.Thefourthis

WilliamDenzen,GeneralManager,whohasbeenatSmythforlessthan10years,

andhasworkedintheprintingindustryforover21years.

SmythhasbeenincorporatingfeaturesfromvariousQualityManagement

systems.Betweenthefourrespondents,variouscombinationsofLean,SixSigma,

TotalQualityManagement,StatisticalProcessControl,andISOwerenamed.They

havebeenusingcomponentsofthesesystemsforthelast610years.Theirmain

objectivesoftheQMSisasfollows:

Reducedefects

Improvecustomerservice

Continuousimprovement

Improveemployeeinvolvement

Improvecommunicationwithinthecompa ny ThecompanyisISOcertifiedat3outoftheir5plants.TheirLeaninitiative

entailsthatoftheShingoPrize:1)anemployeeengagementprogram,2)ateam

focusedondevelopinganddeployingtrainingonLeantools,aswellasafocuson driving20 30Kaizeneventsperyearperplanttodriveimprovement,3)using PolicyDeploymenttodeployenterprisestrategywithinallbusinessteams;and4) focusingonresultsthatarebeneficialtoboththeircustomersandtheir stakeholders.Theyhaveimplemented asystemforreportingdefects,andaroot causeanalysisandcountermeasureprocessaswell.

Smythcreatesgoalsthroughtheiruppermanagementandfiltersthem

downtoeachoftheirplants.Eachplantthendetermineshowtoreachthosegoals

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individually,usingtoolssuchasKaizeneventsandprojects.Eacheventgets

assignedaLeanleaderandisgivenaduedate,aswellasexpectedresults. Mossongalsomentionedanemployeeengagementinitiativethatwasstartedless thanoneyearago.Theenti recompanyrunsonthesamesharedriveinordertosee whatisoccurringacrossallplants,whichhasbeenimprovingcommunicationand theabilitytoworktowardthesamegoals.

Someflawsthatwereseenintheirqualityapproachwerenothavinga commonrepositoryfortheISOdocumentationofallplants,aswellasalackofa systemtoleverageresourcesatallplantstousecommontools,templates,etc.They alsothoughttheyrushedintotheirLeansystem,andcouldhavetakenthetimeto slowdowni nordertofullytraintheiremployeesandimplementthesystemtoits fullest.Denzenalsomentionedthatit isdifficulttomakesuchalargechangein culturethroughoutthecompanywhenimplementingthesequalityprograms.

Allfourparticipantshadhe ardofTQM,anddefineditbytheprincipleof ContinuousImprovement.TheybelievedtheyusedthethreeTQMprinciples throughtheiremployeeengagementprogram,includinganonymousemployee surveystosetgoalsformoreprocessimprovement.Theyalsouse GallupsQ12 Principles,andtheircontinuousimprovementandVOC(voiceofthecustomer) focus,whichDooleystatedisatthecenterofeverydecisionmade.Mossongbelieved theydidnothaveaformalplanforCustomerFocus,butmentionedKaizenand6S s programsthathavebeenimplementedforcontinuousimprovement.

Betweenthefourofthem,theseSmythemployeeslistedtheTQMElement

Approach,TheGuruApproach,andtheOrganizationalModelapproachtoTotal

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QualityManagement.Becausetheycombined multiplequalityprocesses,theTQM

Elementapproachseemedtobethemostapplicable,whiletheGuruapproachwas

suggestedthroughtheuseofGallupsprinciplesandtheShingoPrize.Allfour

participantsbelievedSmythwasusingTotalQualityManagementattheendofthe

survey.

TheFleshCompanyTheFleshCompanyisanotherfamilyowned businessthatwasfoundedin1913inSt.Louis,Missouri. Theystartedoutasadistributorofbusinessforms,and enteredintothemanufacturingofbusinessforms after WorldWarII.Today,theymanufacturevalueaddedprint productssuchasintegratedproducts,label form Illustration 3:TheFleshCompany combinations,promotionalprinting,anddocument security.Theyutilizeoffset,flexography,andvariabledataprintprocesses,aswell ascompl etebinderyandfulfillmentservices.Theirmanufacturingplantnowhas 160employees,andhasatotalsalesof$25,000,000.

Accordingtotheirwebsite,Fleshhasheldthreecorebusinessprinciples sinceitsstartin1913:Alwaysstayonthecuttinged geoftechnology,always providethebestserviceintheindustry,andstandbehindeveryorderyouproduce.

TheyalsohaveadetailedQualityPolicy,whichreads:

Qualityisnotaseparatefunctionofourproductionunit

Emphasisisonconsistentmetho dsaswellasqualityresults

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Emphasisisfocusedoncontinualimprovementofsystemsandprocedures

Emphasisonempowermentoftheassociates

Emphasisofprovidingfeedbacktotheassociates Inadditiontothesecompany establishedqualitypolicies,their PlantManager, RandyLewis,isSixSigmacertified. ThereweretwosurveyrepresentativesfromTheFleshCompany.Thefirst

wasRobertBerardino,President.HehasbeenatFleshfor11years,andbeeninthe printingindustrysince1978.Thesecondisth eProductionSupervisor,whohas beenatFleshfor16 20years,sinceheenteredtheprintingindustry.Heoversees mostoperationsofthebusiness.

TheFleshCompanyhasbeenimplementedLeanManufacturingintheir

productionprocessforthelast610ye ars.Themainobjectivesoftheirquality

managementsystemincludes:

Reducedefects

Improvecustomerservice

Continuousimprovement

Improveemployeeinvolvement

Improvecommunicationwithinthecompany TheyhavealsobeenintegratingtheirLeansystemwit h,asBerardinostated,aslant toISO.TheyarenotinternallyinneedofanISOsystematthistime,butbecause theyhaveusedISOinthepast,theyhaveincorporatedsomeofitsprinciplesinto theirLeansystem.Berardinobelievesthatthissystemh asbeenveryeffective creatingawarenessthroughoutthecompanyofwaste,thereforereducingcycletime

Cornelison 44

andleadingtoimprovedcustomerservice.Healsobelievesthatthemostbenefithas beeninemployeeempowermentandinvolvement,andthatthroughthe program theassociateshavebecometheproblemsolversinthebusiness.Theyhave implementedtaskteamsanduseamanagebyparticipationapproachwiththeir employees.Inaddition,theirqualitymanagementsystemhasgiventheirproduction employeesa thoroughunderstandingofthebusinessendoftheprintingprocess. Berardinodoessay,however,thatthereisdifficultyinkeepingtheemployees excitedandfocusedonthecontinuousimprovementprocesses.

BothrespondentshadheardofTotalQualityM anagement,andBerardino defineditintermsofunderstandingcustomerneeds,rewardingassociatesand returningequitytothestockholders.Theybothbelievedtobeusingthe OrganizationalModelapproach.Berardinobelievedthatthecompanywasinfact usingTQM,whiletheProductionSupervisorsawapossibilitythattheyweredoing so.TheybothbelievedthatimplementingTQMwouldbebeneficialtotheir company.

Cornelison 45

Chapter5

Conclusions

Thepurposeofthisresearchwastodeterminetheprevalenceand effectivenessofthecoreprinciplesofTotalQualityManagementsystemswithinthe printingindustry.TheobjectivesweretodetermineifTQMprinciplesarecurrently beingusedintheprintingindustry,whichonesareprimarilybeingimplemented, andtod etermineiftheimplementationofTQMprincipleswereorwerenotproving beneficialtocompanies,andthereasonsforthis.Thein depthsurveyusedfordata collectionyieldedseveralthought provokingresults,aswellasraisedsome questionsthathas providedameansforfurtherstudyonthetopicofTotalQuality Management.

Fromtheresearch,datacollection,anddataanalysis,itcanbeseenthatthe

coreprinciplesofTotalQualityManagementarealmostalwaysemphasized,insome way,withinprinti ngcompanies.Thecompaniessurveyedunderstoodthat1) CustomerFocus,2)EmployeeInvolvement,and3)ContinuousImprovementare indispensableconceptstobeimplementedinaqualityimprovementprocess.An interestingobservationtakenfromthisresearc histheclearfactthatthevast majorityofemployeesofprintingcompanieshasheardofTotalQuality Management butoftendonotactuallyhaveaclearunderstandingofwhatTotal QualityManagementis.WhilerealizingthatTQMcanhaveawiderangeo f

definitionsandapplications,asdiscussedinChapter2,theself writtendefinitions askedforinthesurveygeneratedaverywiderangeofresultsthatoftencouldnot realisticallybedesignatedasTQM.Manygivendefinitionsoftenencompassedthe

Cornelison 46

conceptsofotherqualitymanagementsystems,particularlyLeanandSixSigma.

WhiletheconceptsofTotalQualityManagement,Lean,andSixSigmacanoften

overlap,manyrespondentsconfusedthestatisticalprocesscontrolandcost reductionaspectsofLean andSixSigmawiththecoreprinciplesofTQM.

Similarly,manyprintingcompaniesdonotseemtorealizewhetherornot

theyareactuallyusingTotalQualityManagementintheircompany.Many companiesthatclearlyemphasizedthecoreprinciplesofTQMdi dnotsee themselvesasusingTQM,whileothercompaniesthatshowedlessemphasisofthe coreprinciplesdidregardthemselvesasusingtheprocess.Whilethiswasthecase, itwasseenthatthemajorityofthecompaniessurveyeddidinfactusethecore TQM principles,atleastpartially,asthecoreoftheirqualitymanagementprocess. RegardlessofwhetherornottheyactuallyknewwhatTotalQualityManagement wasdefinedas,mostofthesecompanieswereindeedusingTQMandimplementing itasafundam entalpartoftheirqualitystrategy.

Anotherdeductiondrawnfromthisstudy,particularlythroughthecase

studies,isthetendencyformoresuccessfulcompanies(profitwise)toshow extremeemphasisofTQMprinciples.Moreprominently,thesecompanies seemedto haveaclearunderstandingoftheirqualitymanagementsystemfromemployeeto employee inotherwords,theemployeesfromthelargerandmoreprofitable companiessurveyedseemedtohaveverysimilarresponsestooneanother.While theobserv ationofthisconceptwaslimitedduetoonly3companiesyieldingmore thanoneparticipant,itwasinterestingtoseethesimilaritiesandthedifferencesin thegivenresponsesfromcoworkers.

Cornelison 47

Somequestionsarisefromtheseresultsthatmayserveasa solidfoundation forfurtherstudyinthisarea.Theprimaryapplicationforadditionalresearchwould betodeterminewhetherornotthethoroughknowledgeofTotalQuality ManagementanditsparametershasaninfluenceontheeffectivenessofusingTQM principles doesitmatterwhethernotthecompanies know theyareusingTQM?Or isitenoughthattheyunderstandthatthecoreprinciplesareimportantfor implementation?Whileitmayprovebeneficialforthecompaniesusingthecore TQMprinciplestod igevendeeperintoTQMtotakeadvantageofitsfullpotential,it maybethatcompaniescanbejustassuccessfulwhileusingthecoreprinciples withouteveractuallyusingthetermTotalQualityManagement.Afurtherlook intothisquestioncouldadd ressthevalueofTQMasawhole,asopposedtothe valueofthecoreprinciplesindividually.

ItwouldalsoprovebeneficialtolookmoreintothefinancialeffectsonTQM implementation.Thiscouldincludeconductingstatisticalresearchonprofitabilit y, costreduction,etc.andmakingexplicitcomparisonsinrelationtotheuseofTQM concepts.ThemainpurposeofthiswouldbetoobservethedirecteffectsthatTQM ismakingonthecompany,ratherthansimplyacceptingtherespondentsown subjective reportsofimprovementbytheirownmerits.Thiswouldexpandthe credibilityoftheresearch,andprovidemoreaccuracyabouttheeffectsofTotal QualityManagement.

TheunmistakablepresenceandbenefitsfromtheuseofTotalQuality Managementandit scoreprincipleshasbeenmadeclearthroughtheresearchand surveysconductedinthisstudy.Whenincorporatedintoacompanysrootedvalues

Cornelison 48

andactions,andclearlycommunicatedthroughouttheorganization,itisseentobe

alargefactorinthesuccessofthatcompany.WhilethespecifictermTotalQuality

Managementmaynolongerbeabuzzwordintheprintingindustry,itspremiseis

justasimportanttodayasitwasintheageofDemingandJuransquality

managementefforts andprovidestheopp ortunitytobeusedtoitshighest

capabilityasapowerfultoolforsuccess.

Cornelison 49

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Hashmi,Khurram."IntroductionandImplementationofTotalQualityManagement (TQM)." ISixSigma.N.p.,16Mar.2010.Web. .

"HistoryofTotalQualityManagement." AmericanSocietyforQuality .N.p.,n.d.Web. .

Martnez Lorente,Ange lR.,FrankDewhurst,andBarrieG.Dale."TotalQuality Management:OriginsandEvolutionoftheTerm." TheTQMMagazine 10.5 (1998):378 86.Web. .

Miller,JohnDouglas. ACaseStudy oftheEffectsofImplementingTotalQuality ManagementatPerryPrintingCorporationandImplicationsforAdult Learning.Madison:UniversityofWisconsin Madison,1995.Print.

Cornelison 50

Milosan,I.(2011).StudiesAbouttheTotalQualityManagementConcept.Acta

TechnicaCorvininesis BulletinOfEngineering ,4(4),43 46.

Otero,L.,&Motwani,J.(1996).SimpleandEffective. TheTQMMagazine ,8(2),32 35.

Retrievedfrom Http://ezproxy.lib.calpoly.edu/login?url=http://search.proquest.com/docvie w/227616887?accountid=10362Padhi,Nayantara."TheEightElementsofTQM."ISixSigma.N.p.,26Feb.2010.Web.

.PremierPress .

"PremierPress|Portland'sPremierPrinterforover35Years."

PremierPressInc.,n.d.Web.19May2013.

Ruth,J.B.(1997).WhatIsTotalQualityManagement...andDoesItMatter?Total

QualityManagement ,8(4),153 171.Retrievedfrom

Http://ezproxy.lib.calpoly.edu/login?url=http://search.proquest.com/docvie

w/219796938?accountid=10362

Sherwood,JohnJ.,andFlorenceM.Hoylman."TheTotalQualityParadox:PartTwo

HowtoMakeTotalQualityWork."TheJournalforQualityandParticipation

16.3(1993):82. Proquest.Web.

.AmericanPrinter 208.5(1992):78.

Sid,Chadwick."ItTakesMorethanStatistics."

Web..

"SmythCompanies|America'sPremierLabelPrinter."PackageLabelPrinting

Cornelison 51

LabelingPromotion .SmythCompanies,LLC,n.d.Web.19May2013.

Tar,JuanJos."ComponentsofSuccessfulTotalQualityManagement."TheTQM

Magazine17.2(2005):182 94.Print. "TotalQualityManagement(TQM)." AmericanSocietyforQu ality.N.p.,n.d.Web.

.

Westcott,Russ. TheCertifiedManagerofQuality/organizationalExcellence

Handbook.Milwaukee,WI:ASQQuality,2005.306 07.Print.

"WhatIsSi xSigma?" ISixSigma.ISixSigma,n.d.Web.21Feb.2013.

Cornelison 52

Appendices

AppendixA: ListofContacts

NameEmailCompany

JustinThompsonjthompson@advancedweb.comAdvancedWeb

TedBiggstbiggs@advancedweb.comAdvancedWeb

GordonRiveragorivera@calpoly.eduAllanHancock CampusGraphics

RyanKokubunrkokubun@andersonla.comAnderson/LA

SteveCasselscassell@appletonideas.comAppletonPapers

JeffLingjling@bedfordind.comBedfordIndustries,Inc.

WarrenMeinderwmeinder@bedfordind.comBedfordIndustries, Inc.

BrianMaskellbmaskell@maskell.comBMA,Inc.

WayneFortenberryawaynefortenberry@gmail.comBryceCorp

TimBurtontjb@burtonmayer.comBurton&Mayer,Inc.

JohnPaineppaine@gmail.comC PFlexiblePackaging

DougSpeerdspeer@calpoly.eduCentral CoastPrinters

AlanPhillipsalan.phillips@clearwaterpaper.comClearwaterPaperCorporation

AmyGravelamgravel@comcast.netClearwaterPaperCorporation

ByronSimmonsbyron.simmons@clearwaterpaper.comClearwaterPaperCorporation

ChelseaSchneiderchelsea.schneider@clearwaterpaper.comClearwaterPaperCorporation

ChristopherRicechris.rice@clearwaterpaper.comClearwaterPaperCorporation

DannySantosdanny.santos@clearwaterpaper.comClearwaterPaperCorporation

DavidLIttledavid.little@clearwaterpaper.comClearwaterPaperCorporation

DonaldMooredon.moore@clearwaterpaper.comClearwaterPaperCorporation

GregoryWaynegreg.wayne@clearwaterpaper.comClearwaterPaperCorporation

JamesAnkeyjames.ankney@clearwaterpaper.comClearwaterPaperCorporat ion

Jameswatsonjim.watson@clearwaterpaper.comClearwaterPaperCorporation

JeanetteProvanjeanette.provan@clearwaterpaper.comClearwaterPaperCorporation

JenniferJefferiesjennifer.jefferies@clearwaterpaper.comClearwaterPaperCorporation

JohnMo rrisjohn.morris@clearwaterpaper.comClearwaterPaperCorporation

JoshHudsonjoshuahudson@clearwaterpaper.comClearwaterPaperCorporation

KatieByrumkatie.byrum@clearwaterpaper.comClearwaterPaperCorporation

KeithOvanskevin@ovans@clearwaterpaper.comClearwaterPaperCorporation

MarkBittnermark.bittner@clearwaterpaper.comClearwaterPaperCorporation

MichaelDeveneymichael.deveney@clearwaterpaper.comClearwaterPaperCorporation

MichaelHoganmichael.hogan@clearwaterpaper.comClearwaterPaper Corporation

MichaelLawrencemichael.lawrence@clearwaterpaper.comClearwaterPaperCorporation

PeggyRyanpeggy.ryan@clearwaterpaper.comClearwaterPaperCorporation

PeterHillpete.hill@clearwaterpaper.comClearwaterPaperCorporation

RobertLeerobert.lee@clearwaterpaper.comClearwaterPaperCorporation

RonaldJonesronald.jones@clearwaterpaper.comClearwaterPaperCorporation

SteveBardensteve.barten@clearwaterpaper.comClearwaterPaperCorporation

StevenMurphysteve.murphy@clearwaterpaper.comClearwaterPaperCorporation

ThomasBinzenthomas.binzen@clearwaterpaper.comClearwaterPaperCorporation

TineSouletina.soule@clearwaterpaper.comClearwaterPaperCorporation

WilburRamoswilbur.ramos@clearwaterpaper.comClearwaterPaperCorporation

WilliamHackwoodwilliam.hackwood@clearwaterpaper.comClearwaterPaperCorporation

YvesSimardyves.simard@clearwaterpaper.comClearwaterPaperCorporation

RobergMorgenbmorgen@coffeycomm.comCoffeyCommunications,Inc.

Cornelison 53

BrianGerstnerbgerstner@cohber.comCohberPress,Inc.

ChrisMooncmoon@cohber.comCohberPress,Inc.

DanielMahanydmahany@cohber.comCohberPress,Inc.

LaurieHigginslhiggins@cohber.comCohberPress,Inc.

RickMollrmoll@cohber.comCohberPress,Inc.

ToddMeissnertodd@colorink.comColorInk,Inc.

JohnComptonspc1946@yahoo.comCompton&Associates

LeoRodriguezlrodriguez@contemporarygraphics.comContemporaryGraphics

JeffDumbauchjeff@csicorr.comCorrugatedSynergies

JeffEdryjeff@cpcsolutions.comCPCSolutions

ChristyMi nerscminers@democratprinting.comDemocratPrinting&LithoCompany

JohnParkejparke@democratprinting.comDemocratPrinting&LithoCompany

AllenHallbergahallberg@smythco.comDowIndustriesASmythCompany

AndreaMossongamossong@smythco.comDowIn dustriesASmythCompany

AnnWarzechaawarzecha@smythco.comDowIndustriesASmythCompany

EdwardWrightewright@smythco.comDowIndustriesASmythCompany

GregoryDooleygdooley@smythco.comDowIndustriesASmythCompany

JeremyRutledgejrutledge@smythco.comDowIndustriesASmythCompany

JodyHurtjahurt@smythco.comDowIndustriesASmythCompany

MichaelDohertymdoherty@dowindustries.comDowIndustriesASmythCompany

ScottBouchersboucher@dowindustries.comDowIndustriesASmyth Company

WilliamDenzenbdenzen@smythco.comDowIndustriesASmythCompany

ErnieHernandezernieh@dualgraphics.comDualGraphics

JohnGulinojohn@dwsprinting.comDWSPrintingAssociates,Inc.

ThomasStaibtstaib@dwsprinting.comDWSPrintingAssociates ,Inc.

ChrisopherWoodchris.wood@efi.comEFI,Inc.

HankWelterhwelter@charter.netExopack

JasonHoffmanjasonh@finelineprintinggroup.comFinelinePrintingGroup

LisaYounglyoung@finelink.comFinelinePrintingGroup

RickKappelrickk@finelineprintinggroup.comFinelinePrintingGroup

RoseMcKernonrmckernon@flexography.orgFlexographicTechnicalAssociation

BernieDeanbdean@fphorak.comFPHorakCo.

StephenRoussesrousse@fphorak.comFPHorakCo.

BettyVanGorderbetty.vangorder@glsmn.comGLSComp anies

StevenLashersteve.lasher@glsmn.comGLSCompanies

TroyBauertroy.bauer@glsmn.comGLSCompanies

DonCurtisdcurtis@goodnewscompany.comGoodNewsCommunications,LLC

MikeStewartmstewart@gll.comGreatLakesIntegrated

RobertSchultzrschultz@gll.comGreatLakesIntegrated

CharlesFowlercfowler@hammerpackaging.comHammerPackagingCorp.

DavidHardingdharding@hardingpoorman.comHardingPoormanGroup

PeterAstonpeter.aston@heidelberg.comHeidelbergCanadaGraphic

MartinMOranmartin.moran@heidelberg.comHeidelbergUSA,Inc.

OliverDemusoliver.demus@heidelberg.comHeidelbergUSA,Inc.

ThomasCummingsthomas.cummings@heidelberg.comHeidelbergUSA,Inc.

JeffCooperjcooper@hemlock.comHemlockPrinters,Ltd.

JeffTaylorjtaylor@hemlock.comHemlockPrinters,Ltd.

JoeAkerjoeaker@cableone.netHood Packaging

ChrisCzadacczada@impactlabel.comImpactLabelCorporation

JohnVanWierenjohnv@impactlabel.comImpactLabelCorporation

LoriBarneslorib@impactlabel.comImpactLabelCorporation

MattBerrymattb@impactlabel.comImpactLabelCorporation

Sarahansonsarah@impactlabel.comImpactLabelCorporation

MarkPannellmpannell@inksystems.comInkSystems,Inc.

Cornelison 54

DaveNunezDavid.Nunez@ipaper.comInternationalPaper

FrankBoncorefrank.boncore@iwco.comIWCODirect

MichaelHenrymichael.henry@iwco.comIWCODirect

PaulOvernpaul.overn@iwco.comIWCODirect

RussPalmruss.palm@iwco.comIWCODirect

BenLaForestblaforest@colorink.comjiml@lantech.com

JohnCollinsjohn.collins@jtsdirect.comJTSD irectLLC

JeanetteHiemstrajeanette@keithmerrick.comKeithM.MerrickCompany,Inc.

MichaelFlemingmikef@keithmerrick.comKeithM.MerrickCompany,Inc.

DonSmithdon@lavaprintmedia.comLavaPrintMedia

DebraDouglasddouglas@4lpi.comLiturgicalPubli cationsInc.

EdieWernerewerner@4lpi.comLiturgicalPublicationsInc.

JeanneKrienjkrien@4lpi.comLiturgicalPublicationsInc.

JulieKnoxjknox@4lpi.comLiturgicalPublicationsInc.

KarenGionetkgionet@4lpi.comLiturgicalPublicationsInc.

ChrisBu daycbuday@mccrackenlabel.comMcCrackenLabelCompany

LukeVassiliadeslukev@mccrackenlabel.comMcCrackenLabelCompany

DetlefWuestd.c.wuest@mediacologne.deMediaCologneGmbH

DanVermeeschdanvermeesch@micronmfg.netMicronManufacturing

JacobiaSolo monjsolomon@mimeo.comMimeo,Inc.

BillCoughlinbcoughlin@mossbergco.comMossberg&CompanyInc.

JamesHillmanjhillman@mossbergco.comMossberg&CompanyInc.

ShawnWelchswelch@mossbergco.comMossberg&CompanyInc.

BrianWhitebrian.white@npcweb.comNPC,Inc.

DavidSettimiodavid.settimio@npcweb.comNPC,Inc.

MichaelHilemanmichael.hileman@npcweb.comNPC,Inc.

RegisSherryregis.sherry@npcweb.comNPC,Inc.

DeanTothdean@oneilprint.comO'NeilPrinting

MichaelBalaskovitsmbalaskovits@oneilprint.comO'NeilPrinting

DavidQuiriondavid.quirion@octopusmes.comOctopusMes

IanPulrangian.pulrang@octopusmes.comOctopusMes

JohnRushjrush@rushpress.comOrangeCountyPrinting

CraigComptoncraig.compton@pcmc.comPaperConvertingMachineCo.

DonnaBinkleybinkleyd@phototype.comPhototypeEngravingCo.

DarrellWarddward@pbl.caPollardBanknote,Ltd.

DevlinHincheydhinchey@pbl.caPollardBanknote,Ltd.

ScottStalkersstalker@pbl.caPollardBanknote,Ltd.

ChrisFerynchrisf@premierpress.comPremierPress

JeremyFarrarajeremyf@premier press.comPremierPress

JodiKrohnjodik@premier press.comPremierPress

JoniFerynjnf@premierpress.comPremierPress

JuliCordilljulic@premierpress.comPremierPress

LisaHeldlisah@premierpress.comPremier Press

ScottGormanscottg@premierpress.comPremierPress

JeanieRemierjeanie@printcraftpress.comPrintcraftPress

ChristopherGreenwoodgreenwoodCR@ldschurch.orgPrintingDivisionofLDSChurch

DeeGentiledgentile@printing.orgPrintingIndustriesof America

JamesWorkmanjworkman@printing.orgPrintingIndustriesofAmerica

JimKygerjkyger@printing.orgPrintingIndustriesofAmerica

JulieShafferjshaffer@printing.orgPrintingIndustriesofAmerica

KeithWhislerkwhisler@printing.orgPrintingIndu striesofAmerica

LisaRawalrawa@printing.orgPrintingIndustriesofAmerica

MarkBohanmbohan@printing.orgPrintingIndustriesofAmerica

JasonBarrierjbarrier@printpack.comPrintpackbasedinAtlanta

Cornelison 55

EdHlavaehlava@purdue.eduPurdueManufacturing

PaulJohnsonpjjohnson@purdue.eduPurdueManufacturing

RickRingrickring@purdue.eduPurdueManufacturing

MichaelMicklewrightmike@mikemick.comQualityQuest,Inc.

DanJohnsondanj@riponprinters.comRiponPrinters

JeffSpensejeffs@riponprinters.comRiponPrinters

MikeThorsonmiket@riponprinters.comRiponPrinters

TomKonecnytomk@riponprinters.comRiponPrinters

GeneMartingmartin@therobinetteco.comRobinettePackaging

TomCooperlivinglifesun@yahoo.comRockTenn

AndrewPolancoapolanco@royalpaperbox.comRoyalPaperBoxCompany

DeanMorettidmoretti@royalpaperbox.comRoyalPaperBoxCompany

SantiagoEulloqueseulloque@royalpaperbox.comRoyalPaperBoxCompany

WesConleywes.conley@rrd.comRRDonnelleyPrintSolutions

RoxanneBakerroxanne.baker@sealedair.comSealedAir

RhondaSchaakerschaake@skinnerkennedy.comSkinner&KennedyCompany

ToniKitchentkitchen@skinnerkennedy.comSkinner&KennedyCompany

JamesMcGowanjamesm@sonderen.comSonderenPackaging

MattSonderenmatts@sonderen.comSonderenPackaging

SteveWillemsenstevew@sonderen.comSonderenPackaging

DannyCampdanny.camp@sctray.comSouthernChampmionTrayCompany

SteveHarrissteve.pharris@sctray.comSouthernChampmionTrayCompany

BruceRiddellBriddell@spectrumlabel.comSpectrumlabel

GregVinyardgvinyard@steinhauserinc.comSteinhauser,Inc.

MarkLoscudomloscudo@steinhauserinc.comSteinhauser,Inc.

AndrewSchwarzbauerandy.s@stratatac.comStrataTac

ChrisopherParrillichris.parrilli@sunchemical.comSunChemicalCorpor ation

ErinTiceerin.tice@sunchemical.comSunChemicalCorporation

BeverlyMorrisonbeverly.morrison@suttle straus.comSuttle Straus,Inc.

SandyKampensandy.kampen@suttle straus.comSuttle Straus,Inc.

LonRobinsonlrobinson@tension.comTensionEnvelo pe

BenDaughertybend@fleshco.comTheFleshCompany

JillianFleshjillianf@fleshco.comTheFleshCompany

JohnMoresijohnm@fleshco.comTheFleshCompany

KenLaBarrekenl@fleshco.comTheFleshCompany

RandyLewisrandyl@fleshco.comTheFleshCompany

RobertBerardinobobb@fleshco.comTheFleshCompany

RobertWileybobw@fleshco.comTheFleshCompany

CaryRipschcary@ovidbell.comTheOvidBellPress

GaryCundiffgarydcundiff@ovidbell.comTheOvidBellPress

RyanWhiteryan@ovidbell.comTheOvidBellP ress

ZacharyHarrisonzach@ovidbell.comTheOvidBellPress

DavidLacuredavidl@thestandardgroup.comTheStandardGroup

JosephRebeccajoer@thestandardgroup.coTheStandardGroup

RobinThonenrthonen@thestandardgroup.comTheStandardGroup

PaolaBozze rpaola.bozzer@tc.tcTranscontinentalPrinting

AlanRobinsonagr@isenberg.umass.eduUniversityofMassachusetts

SharonEucceesharon@packagingchic.comUtahPaperBox

V3Salessales@v3corporation.comV3,OxnardCA

DouglasMadeleydmadeley@visionps.comVisionIntegratedGraphicsGroup

DeanMalinkovichdean.malinkovich@visionsfirst.comVisions,Inc.

RickHansenrick.hansen@visionsfirst.comVisions,Inc.

RonColeron.cole@visionfirst.comVisions,Inc.

AudyComptonaudy@voxpackaging.comVoxPackaging,LL C

Cornelison 56

AdamWrightadam@voxprint.comVoxPrinting,Inc.

DavidReiddavid@voxprint.comVoxPrinting,Inc.

JimmyMartinezjimmy@voxprint.comVoxPrinting,Inc.

MikeMcDougalmikem@voxprinting.comVoxPrinting,Inc.

RobertReidrobert@voxprint.comVoxPrintin g,Inc.

StewartMorrisstewart@voxprinting.comVoxPrinting,Inc.

GregArmstronggreg_armstrong@walle.comWalleCorporation

JackMackertjack_mackert@walle.comWalleCorporation

JoePiazzajoseph_piazza@walle.comWalleCorporation

KeithOrtegokeith_ortego@walle.comWalleCorporation

MichaelPodgurskimichael_podgurski@walle.comWalleCorporation

TimothyKerantkeran@westerngx.comWesternGraphics,Inc.

RonBarthron.barth@westernsouthern.comWesternSouthernFinancial

SaraGieselmannmissy.gieselmann@wikoff.comWikoffColorCorporation

TimothyBrophytbrophy@whaprint.comWorthHiggins&Associates,Inc.

EricFieldseric@rcprint.netRiverCityPrinters

Cornelison 57

AppendixB:EmailtoContactsApril27,2013

SurveyLink:

http://www.surveygizmo.com/s3/1237864/The Effectiveness of Total Quality Management Principles in the Printing Industry

Hello!

MynameisPaigeCornelison,andIama GraphicCommunication studentat California PolytechnicStateUniversity,SanLuisObispo .

Youarerecei vingthismessageeitherbecauseIknowyoupersonally,Iwasreferredtoyou byoneofmyprofessors,oryouattendedtheContinuousImprovementConferencein Indianapolisearlierthismonth."TheEffectiven essofTotalQuality

ManagementPrinciplesinthePrintingIndustry"

IamcurrentlyworkingonmySeniorProject,.Iamusingasurveyforamethodof

research,andIwouldlikeyoutoparticipate!

Theobjectivesofthisstudyaretodetermine: 1)TheprevalenceofTotalQualityManagement(TQM)in theprintingindustry 2)WhichTQMprinciplesarebeingused 3)TheeffectivenessoftheseTQMprincipleswhenimplementedintheprintingindustry.Iamencouraging allemployeesofprintingcompanies (companieswhoseprimary

service/generatorofincome isaprintingoperation)toparticipateinthissurvey.

Iwouldthoroughlyappreciateitifyoucouldforwardthisemail toanyoneyouknowthat

wouldfitthiscriteria!

Thedataandresponsescollectedfromthisresearchwillbeusedforeducational purposes only.Youridentitywillremainanonymous. Youranswerscanbeasvagueorspecificasyou wouldlike.Thereare30questions,consistingofmultiplechoice,checkbox,andfillinthe blank/essayresponses.Youcansaveyourprogressandcomeback tothesurveyatany time.Noneofthequestionsarerequired,butthemoreinformationyoucangive,thebetter!

Iamalsointerestedindoingin personorphoneinterviewsthatwouldconsistofvery similarquestions.Ifyouwouldprefertodothissur veyoneoftheseways,pleasecontactme atmyemailaddressbelow.IwouldliketohaveallresponsesinbySaturday,May11th.

Thankyou!Pleasefeelfreetocontactmewithanyquestionsorconcerns!

PaigeCornelison pcorneli@calpoly.edu

[Note:Contactsweresentareminderemailthefollowingweekcontainingthesame

message.]

Cornelison 58

AppendixC:SurveyQuestionnaire[Note:Linesindicatepagebreaksintheonlinesurvey.]

TotalQualityManagementinthePrintingIndustry

IntroletterThissurveyisforuseinmySeniorProject,"TheEffectivenessofTotalQuality

ManagementPrinciplesinthePrintingIndustry".

Theobjectivesofthisstudyaretodetermine: 1)TheprevalenceofTotalQualityManagement(TQM) intheprintingindustry 2)WhichTQMprinciplesarebeingused 3)TheeffectivenessoftheseTQMprincipleswhenimplementedintheprinting industry.

Iamencouragingall employeesofprintingcompanies (companieswhose primaryservice/generatorofinco meisaprintingoperation)toparticipateinthis survey.

Thedataandresponsescollectedfromthisresearchwillbeusedforeducational purposesonly. Youridentityandresponseswillremainanonymous .Your answerscanbeasvagueorspecificasyou wouldlike.Thereare30questions,consistingofmultiplechoice,checkbox,andfillinthe blank/essayresponses. Youcansaveyourprogressandcomebacktothesurvey atanytime. Thisoptionislocatedatthetopofthesurveypage.Noneofthe questionsarerequired.Youcanansweranyquestionsyouwish,andskipanythat donotapply(butthemoreinformationyoucangive,thebetter!)

IwouldliketohaveallresponsescompletedbySaturday,May11th.

IappreciateyourtimeandefforttosupportmySeniorProject!

Thankyou,

PaigeCornelisonGraphicCommunicationStudent

CalPolySanLuisObispo

Demographics

1)Whatisyourage?()1824

Cornelison 59

()25 34 ()35 44 ()45 54 ()55 64 ()65 74 ()75+

2)Whatisyourgender?()Male ()Femal eCompanyInformation

3)Whatisyourcompany'sname?

____________________________________________

4)Whatisthejobtitleforyourcurrentposition?____________________________________________

5)Whatisyourpositiontype?(Checkallthatapply)[]Management[]Operations

[]Prepress

[]CustomerServices[]HumanResources

[]ResearchandDevelopment

[]Production[]Marketing

[]Sales[]Finance/Estimating

[]Purchasing

[]QualityControl[]Bindery/Finishing

[]Technician

[]Pr essOperator []Other(pleasespecify):CompanyInformation

6)Howmanyyearshaveyoubeenatyourcurrentcompany?

()Lessthanoneyear()15

()610

Cornelison 60

()1115

()1620

()20+

7)Howmanyyearshaveyouheldyourcurrentposition?

()Lesst hanoneyear()15

()610

()1115

()1620

()21+

8)Howmanyyearshaveyouworkedintheprintingindustry?()Lessthanoneyear()15

()610

()1115

()1620

()21+

CompanyInformation

9)Whenwasyourcurrentcompanyfounded?() 1950orearlier ()1951 1960 ()1961 1970 ()1971 1980 ()1981 1990 ()1990 2000 ()2000 2010 ()2010 present

()Namethespecificyear::_________________

10)Pleaseprovideabriefhistoryofyourcompany:

CompanyInformation

11)Whichofthefollowingbestdescribesyourcompanytype?[]QuickPrint/Retail[]CommercialPrinting

[]Other(pleasespecify):

12)Whichofthefollowingdoesyourcompanyoffer?(Checkallthatapply)

Cornelison 61

[]Offsetprintingotography)

[]Digitalprinting(Inkjet/Electroph

[]Flexography

[]Gravure

[]Letterpress

[]Engraving

[]Thermography

[]Reprographics

[]Specialtyprinting(screen,pad,etc.)

[]Marketingservices

[]VariableData/DirectMail

[]WebsiteDevelopment

[]GraphicDesign

[]Web to print

13)Otherproducts/services:

QualityManagementSystems 14)DoesyourcompanyhaveaQualityManagementSystem?

()Yes

()No

()Idon'tknow

15)Ifno,whyhasn'tyourcompanyimplementedaQualityManagement

System?[]Notenoughtime

[]Too difficulttoimplement []Tooexpensive []Noreasontodoso[]Idon'tknow[]Other(pleasespecify):

16)Ifyes,hasyourcompanyimplementedanyofthefollowingQuality

ManagementSystems?[]LEAN[]SixSigma

[]TotalQualityManagement [] ISOseries[]MalcolmBaldrigeNationalQualityAward

[]TheDemingPrize[]TheEuropeanQualityAward

[]StatisticalProcessControl

[]Other(pleasespecify):

Cornelison 62

17)Ifyes,isyourcompanycurrentlyusingthisQualityManagementSystem?

()Yes () No()Idon'tknow

18)Howlonghasyourcompanyused/beenusingthissystem?()15years

()610years

()1115years

()1620years

()21+years

QualityManagementSystems 19)Whatarethemainobjectivesofyourcompany'sQualityManagement System?(Checkallthatapply)[]Reducedefects[]Improvecustomerservice[]Continuousimprovement

[]Improveemployeeinvolvement

[]Improvecommunicationwithinthecompany

[]Other(pleasespecify):

20)Pleaseprovideamoredetaileddescript ionofyourcompany'sQuality ManagementSystem:

21)Inyouropinion,inwhatwaysisthisQualityManagementSystem

effective?

22)Inyouropinion,inwhatwaysisthisQualityManagementSystemflawed?

TotalQualityManagement23)HaveyouheardofTotalQualityManagement?()Yes

()No

()Soundsfamiliar

24)Ifyes,howwouldyoudescribeit?

TotalQualityManagement

TotalQualityManagement(TQM) isaconceptthatdescribesanall encompassingQualityManagementSystemwhereanentirecompan yis committedtotheoverallimprovementofthatcompany.Althoughthereare

Cornelison 63

severaldefinitionsandversionsofimplementation,myresearchseemsto

pointTQMtothesethreemainprinciples:

EmployeeInvolvement

CustomerFocus

ContinuousImprovement

25)InwhatwaysdoesyourcompanyfocusonanyofthesethreeTQM

principles?(Specificexamplesareencouraged!)

TotalQualityManagementThe CertifiedManagerofQuality/OrganizationalExcellenceHandbook (Westcott 2005,p.306 307)fromtheAmericanSo cietyforQualityidentifies5different possiblestrategiesforimplementingaTotalQualityManagementsystem.Theyare asfollows:TheTQMElementapproach.

Thisapproachincludeskeybusinessprocessesoftheparticularbusinessanduses themaintoo lsofTQMtostimulateimprovements.ThiswidelyincludesputtingTQM elementsintopracticeastheyarelearnedmoreextensivelythroughouttheprocess.TheGuruapproach.

Thisself explainedapproachusesoneormoremethodsofaknownquality philosopher(W.EdwardsDeming,AramandFeigenbaum,JosephM.Juran,PhilipB. Crosby)todeterminewherethebusiness/organizationhasroomforimprovement, anddirectlyparallelsthesolutionstothatofthechosen"guru".

TheOrganizationModelapproach.CompanieschooseanotherasuccessfulTQM basedcompanyonwhichtomodel theirownqualityimprovementplan.Theycombinethemodel'sideaswiththeir owninordertobetterapplyittotheirspecificneeds.TheJapaneseTotalQualityapproach.

Thisapproac hisspecificallymodeledoffoftheDemingPrize.Companiesusingthis approach"developalong rangemasterplanforin houseuse"andoftenuseitto actuallycompetefortheDemingPrize.TheAwardCriteriaapproach.

Thisapproachisageneralsystem thatchoosesanyofthequalityawardcriteria MalcolmBaldrige,DemingPrize,EuropeanQualityAward,orotherwise inorderto implementatotalqualitysystem.

26)Whichapproach(es)bestdescribesyourcompany'sQualityManagementSystem?[]TheTQMElementapproach

Cornelison 64

[]TheGuruapproach

[]TheOrganizationalModelapproach[]TheJapaneseTotalQualityapproach

[]TheAwardCriteriaapproach

27)Inwhatway(s)doesyourcompanyimplementanyoftheseapproaches?

Conclusion28)Afterlearni ngthisinformation,wouldyouconsideryourcompanytobe usingTotalQualityManagement?()Yes()No

()Maybe

29)Ifno,doyouthinkimplementingaTotalQualityManagementsystem

wouldbebeneficialtoyourcompany?()Yes()No

()Idon'tknow

30)Anyfinalthoughts/comments?

Cornelison 65