| Mission Statement: |
The ZCB team consistently strives to improve the homebuilding status quo by intensifying
our standards through meticulous supervision, efficient management tools and TQM to be
the premier custom builder, renowned for exceptional service with a harmonious balance
of innovative design, state-of-the-art function, and unsurpassed quality.
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| Vision Statement: |
We will create a world-class organization that dominates our homebuilding market through
superior quality results, total customer care and a relentless pursuit to constantly improve
the homebuilding process through the progressive framework principles of TQM.
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| Success Drivers: |
Exceeding homeowner expectations, earning homeowner referrals, trade partner prosperity,
team building cohesion, profitable business performance, excellent and consistent product
quality…all through Total Quality Management (TQM).
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Total Quality Management combines ideological principles channeling the belief that
the people who are closest to the job are the most capable of identifying problems
and implementing solutions. At all levels, management has the responsibility to work
on the systems in which goods or services are produced while monitoring processes
during implementation to not only address existing issues, but learn from them and
employ a methodical approach to future prevention.
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Total Quality Management (TQM)
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| Total = |
Quality involves everyone and all activities within the company. |
| Quality = |
Conformance to requirements (Meeting Customer Requirements) with
strategic planning and alignment, creativity and quality control tools.
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| Management = |
Quality can and must be managed with implemented planning tools, quality function
deployment, and continuous improvement through learning and growth. Change is good.
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| TQM = |
A process for managing quality; it must be a continuous way of life; a philosophy
of perpetual improvement in everything we do.
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TQM as a Foundation
1. Meeting Customer Requirements
2. Reducing Development Cycle Times
3. Repeatedly Monitoring Production Cycles
4. Improvement Teams
5. Reducing Product and Service Costs
6. Improving Administrative Systems Training
7. Strategic Job Costing Analysis
8. Individual and Team Responsibilities
9. Working effectively as a supervisor and a leader
10. Managing quality as a way of life
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Ten Steps to Total Quality Management (TQM)
1. Pursue New Strategic Thinking
2. Know your Customers and Competition
3. Set True Customer Expectations
4. Concentrate on Prevention, Not Correction
5. Reduce Chronic Waste
6. Pursue a Continuous Improvement Strategy
7. Use Structured Methodology for Process Improvement
8. Reduce Variation
9. Use a Balanced Approach -- Incentivize not Criticize
10. Apply to All Functions
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Principles of TQM
1. Quality can and must be managed.
2. Everyone has a customer and is a supplier.
3. Processes, not people are the problem.
4. Every employee is responsible for quality.
5. Problems must be prevented, not just fixed.
6. Quality must be measured.
7. Quality improvements must be continuous.
8. The quality standard is defect free.
9. Goals are based on requirements, not negotiation.
10. Life cycle costs, not front end costs.
11. Management must be involved and lead.
12. Plan and organize for quality improvement.
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Processes Must be Managed and Improved
1. Defining the process
2. Measuring process performance (metrics)
3. Reviewing process performance
4. Identifying process shortcomings
5. Analyzing process problems
6. Making a process change
7. Measuring the effects of the process change
8. Communicating both ways between supervisor & user
9. Use a Zero Defects Inspection checklist @ each home
10. Understanding the role of supervisor vs. leader
11. Employ ZCB tools for motivation, job satisfaction &
Actualization of self-worth
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Keys to Quality
People:
1. Get processes "in control"
2. Work with other employees and managers to:
Identify Process Problems
Eliminate them
Prevent them in the future
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Managers and/or Supervisors Work on Processes:
1. Provide training and tool resources
2. Measure and review process performance (metrics)
3. Improve the process performance with the help of those who use the process
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| Planning a Change |
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| TQM Process Improvement and Problem Solving Sequence |
PLAN
(PLAN A CHANGE) |
DO
(IMPLEMENT THE CHANGE) |
CHECK
(OBSERVE THE EFFECTS) |
ACTION
(EMBED THE FIX INTO THE PROCESS FOR GOOD) |
| DEFINE THE PROBLEM |
IDENTIFY POSSIBLE CAUSES |
EVALUATE POSSIBLE CAUSES |
MAKE A CHANGE |
TEST THE CHANGE |
TAKE PERMANENT ACTION |
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