from Total Quality to

Organization & Project

Excellence

Triantafyllos Katsarelis

HAU AW P 001 B • March 2010

About your guest lecturer
Education
 Diploma in Civil Engineering National Technical University of Athens
 Post-Graduate Diplomas in Engineering, Quality Systems Management
& Business Administration
Certifications
 Project Manager, IPMA – Level C
 Assessor European Excellence EFQM
 Assessor International Project Excellence Award IPMA
 Auditor ISO 9001

Member of
 PM Greece (Statutory member) – Audit Committee
 Hellenic Management Association – Construction Management
Committee
 Technical Chamber of Greece – Permanent Committee for
Standardisation, Certification & Quality Management
About the lecture
Main Objectives
 Concepts of Total Quality Management presented
 Four Organization and Project Models for Excellence presented
 Information about EFQM and IPMA Excellence Models & Awards
transferred
Additional Objectives
 Motivation for further learning about TQM, Excellence Models & Awards
triggered
 Comparison remarks of Organization and Project Models for Excellence
presented
Non-Objectives
 In depth knowledge for TQM, Excellence Models & Awards transferred
 In depth comparison of Organization and Project Models for Excellence
performed
Please note
 This presentation contains material registered by
Organizations, Associations and Foundations.
It is used only for academic purposes.
 This presentation is based on the academic
research and professional experience of the
author, thus it reflects only his personal
approach and points of view, not of the cited
Organizations, Associations and Foundations.
Quiz: An organization has implemented Total Quality
Management.
How that statement sounds to you ? (only one answer is valid)

 A: The products or services have better quality

compared with the totality of the competition
 B: The totality of the products or services has been
inspected on all phases of production or delivery
 C: The totality of the products or services has quality in
every component or detail
 D: All the above
 E: None of the above
Quiz: An organization has implemented Total Quality
Management.
How that statement sounds to you ? (only one answer is valid)

A : The products or services have better quality

compared with the totality of the competition

 Quality can not be compared!

 Quality is the fulfilment of the customer
expectations
 The Harley-Goliathson 500 has not better
quality than the Pa-Pa-Ki 50
 Both can fulfil their customers expectations
 They are different in class
 Quality performance

REQUIREMENTS PROPERTIES
EXPECTATIONS SATISFACTION
OBJECTIVES RESULTS

Is the fulfilment of expectations

Quiz: An organization has implemented Total Quality
Management.
How that statement sounds to you? (only one answer is valid)

B : The totality of the products or services has been

inspected on all phases of production or delivery

 This is quality control not quality management!

 And in fact a wrong quality management
approach!..
Quiz: An organization has implemented Total Quality
Management.
How that statement sounds to you? (only one answer is valid)

C : The totality of the products or services has quality

in every component or detail

 This is a tricky one…

 It is the result not the cause!..
D : All the above
E  : None of the above
Total Quality Management
 Lost in the translation !
 The word 全面 in japanese…
 … was translated as total…
 … but actually means by everybody !.
 Total Quality Management is a management system for
a customer focused organization that involves all
employee in continual improvement of all aspects of the
organization

 TQM focuses on people !

TQM Pioneers (1)
 W. Edwards Deming
Quality is not compulsory, …
nobody is forced to survive !

 Genichi Taguchi
Quality is the loss transferred to society …
with any product or service delivery
 Societal & Environmental
approach

REQUIREMENTS PROPERTIES
EXPECTATIONS SATISFACTION
OBJECTIVES RESULTS

Quality is the loss transferred to society

TQM Pioneers (2)
 Kaoru Ishikawa
The ideal state of quality control is when quality
inspection is no longer necessary,
…remove the root cause, not symptoms

 Joseph M. Juran
Quality does not happens just by chance it has
to be planed: quality planning, quality control,
and quality improvement
Continuous Process Improvement cycle
Typical approach (also in IPMA PE Award)

 Plan (analyze, develop, drive, direct)

 Do (deploy, implement, support)

 Check (review, study, assess)
 Act (recognize, communicate, revise)
Continuous Process Improvement cycle
EFQM approach (also in EFQM - EQ Award)
 Results (determine the objectives aiming for)

 Approach (plan and develop integrated and

sound approaches to deliver Results)
 Deploy (the approaches in a systematic way,
implement)
 Assess (the approaches, follow, monitor)
 Review (the approaches, analyse the Results
achieved, learn, plan improvements)
Total Quality Management
 Is a management approach centred on quality, based on
the participation of an organisation's people and aiming
at long term success
 This is achieved through customer satisfaction and
benefits all members of the organisation and society
 Enables to meet stakeholder needs and expectations
efficiently and effectively
 Is a way of thinking about goals, organisations,
processes and people to ensure that the right things are
done right first time
 TQM is not a system, a tool or even a process
Excellence Models & Awards
 Excellence is the result of adopting a TQM
philosophy and realigning the organisation
towards satisfying all stakeholders. The quality
award criteria offers measures of performance
rather than a methodology
 DEMING AWARD - 1951 – Japanese Union of
Scientists & Engineers (NGO)
 BALDRIDGE AWARD - 1987 – USA
 European Quality AWARD - 1992 – European
Foundation for Quality Management (NGO)
EFQM “shares what works”
 Not for profit membership foundation - 1988
(by 14 buisinessses) http://ww1.efqm.org/en/
 25 National Partners: Greece - ε.ε.δ.ε
Hellenic Management Association http://www.eede.gr/
 Over 600 Member Organizations
 EFQM Excellence Model
 E.Q. Award
 Frameworks + other publications, Benchmarking
 EFQM Fundamental Concepts
of Excellence - 2003
Results Orientation

Corporate Social Customer Focus

Responsibility

Leadership &
Partnership
Constancy of Purpose
Development

Management by
Continuous Learning, Processes & Facts
Improvement & Innovation Peoples Development
& Involvement
 EFQM Fundamental Concepts
of Excellence - 2010
Achieving Balanced Results
Taking Responsibility for a
Sustainable Future Adding Value
for Customers

Building Partnerships

Leading with Vision,

Inspiration & Integrity

Nurturing Creativity
& Managing by
Innovation Processes
Succeeding through
People
EFQM Excellence Model - 2003
ENABLERS RESULTS

People People

Leadership Policy & Key

Processes Customers Performance
Strategy

Partnerships Society
& Resources

INNOVATION AND LEARNING

9 CRITERIA - 32 (24 + 8) Sub-criteria © 1999 – 2003 EFQM

EFQM Excellence Model - 2010
ENABLERS RESULTS

People People

Processes,
Leadership Strategy Products & Customers Key
Services

Partnerships Society
& Resources

LEARNING, CREATIVITY and INNOVATION

9 CRITERIA - 32 (24 + 8) criterion parts © 2010 EFQM

EFQM Excellence Model - 2010
ENABLERS RESULTS

10 10

10 10 10 15 15

10 10

LEARNING, CREATIVITY and INNOVATION

CRITERIA - Weights © 2010 EFQM

Societal & Environmental Responsibility ~30%

EFQM LEVELS of EXCELLENCE
Accreditations – Awards & Prizes
Award Winners
Prize Winners
Finalists
Quality Awards

Recognized for Excellence

< 500  5*
400 < 499<  4*
300 < 399<  3*

Committed to Excellence
<300 (3 Criteria)
EFQM AWARD Categories
 LARGE BUSINESSES & PUBLIC SECTOR
 Large Businesses & Business Units
 Operational Units
 Public Sector
 SMALL & MEDIUM SIZED ORGANISATIONS
 Subsidiaries
 Independent
 LOCAL & REGIONAL GOVERNMENT
EFQM in Greece
 Excellence Awards
 Award Winner: COCO-MAT
 Prize Winner:
ELAIS
Siemens Telemetering
TNT Skypack
 Recognised for Excellence in Europe
 5 stars  4
 4 stars  16
 3 stars  2
 Committed to Excellence in Europe  80
Baldridge Award
1 Leadership
2 Strategic Planning
3 Customer and Market Focus
4 Measurement, Analysis and Knowledge
Management
5 Human Resource Management
6 Process Management
7 Business Results
Deming Award

1 Management Strategy and Policies (20)

2 New Products Development and/ or
Innovation in Production Processes (20)
3 Quality Improvement (20)
4 Systemic Approach (10)
5 Data Analysis and use of Information
Technologies (15)
6 Human Resource Development (15)
International Project
Management Association -IPMA
 Not for profit network of PM Associations - 1965
http://www.ipma.ch
 50 National Member Associations:
Greece – PM Greece - Ελληνικό Δίκτυο Διαχειριστών
Έργων http://www.pmgreece.gr
 Corporate Member Organizations
 Individual Certfication Scheme (4 Levels)
 International PE Award (+ National PE Awards)
 Journals + other publications, Courses,
Benchmarking
IPMA Individual Certification

Approved by 40
PM-dedicated
Professional
Associations
Worldwide in
March 2006
IPMA Individual Certification
PM Competence definition (ICB3)
20 Technical:
PM matter

15 Behavioural:
Personal
relationships

11 Contextual:
Interaction with
context
A Project is a Social System
IPMA focuses on people!
IPMA Basic Values
for Project Excellence
Process & Results
Assessed
Result Orientation Process Orientation

Social Responsibility Customer

& Sustainability Orientation

Innovation Leadership Quality

Partnership Employee Development

with Suppliers &
Participation
 IPMA Project Excellence Model

PROJECT MANAGEMENT PROJECT RESULTS

Leadership
People

Project Processes Customer Key

Objectives People

Other
Parties
Resources Involved

INNOVATION AND LEARNING

9 CRITERIA - 22 (14 + 8) sub-criteria © 2010 IPMA

IPMA AWARD Categories
 Medium-Sized Projects
 Deployment after completion: ≥ 3 months
 External sub-contractors: ≥ 1
 Big-Sized Projects
 Deployment after completion: ≥ 3 months
 Budget: ≥ 5 million Euro
 People involved: ≥ 50
 External sub-contractors: ≥ 1
 Mega-Sized Projects
 Deployment after completion: ≥ 6 months
 Budget: ≥ 100 million Euro
 People involved: > 100
 External sub-contractors: ≥ 3
Looking forward for more
success stories

EFQM FORUM 2003 HELSINKI - AWARD WINNER COCO-MAT