Day 1: Total Quality Philosophy and Customer Value

Quality from the Customer Perspective

• Translate expectations into measurable characteristics
• Distinguish perceived quality from specification conformity
• Identify moments influencing trust and satisfaction
• Build needs list for one service

Quality as Process Responsibility

• Identify where errors originate within workflow
• Assign quality ownership to process performers
• Reduce reliance on final inspection alone
• Analyze a process with excessive rework

Cost of Poor Quality

• Classify prevention, appraisal, and failure costs
• Estimate rework, complaint, delay effects
• Use cost information to prioritize improvement
• Build a simplified cost-of-quality register

Day 2: Process Management, Variation, and Quality at Source

Process Mapping and Measures

• Define inputs outputs and handoff points
• Select quality time and productivity measures
• Establish a baseline before improvement begins
• Create a current-state process map

Understanding Process Variation

• Recognize common-cause versus special-cause variation
• Avoid blaming individuals for system variation
• Use time-based data to identify patterns
• Interpret a series of process measurements

Quality at Source

• Enable defect detection at source
• Use checklists or alerts at points
• Design mistake-proofing appropriate to failure mode
• Build quality safeguard into work step

Day 3: PDCA, Problem Solving, and Small-Scale Improvement

Defining the Improvement Opportunity

• State measurable current-to-desired performance gaps
• Collect evidence showing size and location
• Choose scope team can genuinely influence
• Write a concise problem statement

Experimenting through PDCA

• Plan small change with success measure
• Test change within a limited setting
• Check results against the original baseline
• Refine the idea before wider deployment

Corrective Action from Root Cause

• Use questions/evidence to expose causes
• Avoid solutions treating symptoms only
• Select action changing a controllable factor
• Test corrective action against a case

Day 4: Employee Involvement and the Improvement System

Daily Improvement Teams

• Allocate performance-review time and responsibility
• Use visual boards for deviations/obstacles
• Escalate matters beyond team capability quickly
• Design a short daily improvement meeting

Applied Suggestion System

• Set acceptance, testing, recognition criteria
• Respond rapidly to small practical ideas
• Prevent proposals accumulating without decisions
• Redesign an ineffective suggestion pathway

Standardizing After Improvement

• Update procedures training and measures
• Define mechanisms preserving the new method
• Monitor return of old behaviors/defects
• Prepare sustainment plan for one improvement

Day 5: Quality Culture and Integrated Improvement Laboratory

Leadership Behavior toward Quality

• Respond to problems without immediate blame
• Use targets to reveal improvement needs
• Recognize employees who identify defects early
• Analyze leadership behavior that weakens quality

Strategic Improvement Portfolio

• Classify ideas by value and complexity
• Balance quick improvements with deeper projects
• Avoid overloading teams with multiple initiatives
• Build a quarterly improvement priority list

Real Problem Laboratory

• Map current condition and collect data
• Select experiment and analyze its result
• Define standard method after successful change
• Present evidence before scaling improvement plans

• Process maps and measures connecting quality with where work actually occurs
• Short PDCA experiments measuring the effect of specific changes
• Root-cause and quality-at-source cases
• An integrated improvement project from problem definition through sustainment