Why did TQM Fail?

-	Employees take their cues from mgmt. more
-	Executive & middle mgmt. oversights more
-	Didn't integrate quality into organizational structure more

Why do major change initiatives fail?

-	Part 1: The eight major reasons for failure.
-	Part 2: Consequences of these errors?

Confessions of a shot messenger

This all-day seminar will introduce a deceptively simple, elegant - and initially quite counter-intuitive - approach to statistics as an organizational framework for expanding improvement efforts.

Outline of course content:

• You are already using statistics - Recognizing poor and ineffective data displays,
• Implicit assumptions of "traditional" statistics - Research vs. Quality Improvement - and the need for process-oriented thinking... including the data process,
• The issue of "sample size" is moot,
• A "series of meetings" based on real data from commonly-encountered situations to gain insight into eight hidden organizational statistical "traps" and facility in simple run charts, control charts, and p-charts for understanding:
  • The deceptiveness of percentage data,
  • The danger of arbitrary numerical goals and rankings,
  • Proper meanings of the terms "trend," "above average," and "below average,"
  • The power of simply "plotting the dots" to assess Common & Special causes impairing process predictability,
  • The art of asking more incisive questions.

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