Application Framework
Total Quality Transformation (TQT). TQT was developed by PQ Systems in the 1990s and was 25 years ahead of its time. It is a W. Edwards Deming-based application framework. Extracts of the Foundation Principles for Leaders (Education version) provided below with permission from PQ Systems. The ideal application of the framework is to use it as a foundation to support individual and group improvement strategies. It can be applied by individuals, teams, organizations, industries or nations.
TQT is the foundation that supports an initiative in my county that we refer to as the Brown County (Indiana) Leader Network (BCLN). We are in the proof-of-concept phase – started in 2020.
TQT was the foundation of a successful K-12 prototype by the American Society for Quality referred to as Koalaty Kid. A description of the approach and results are provided in the article: Koalaty Kid: A student-focused initiative to improve the quality of education. (Quality Digest)
- ASQ 2000 Internation Convention in Indianapolis – Indy Section outreach to the community. Koalaty-Times: Koalaty Kid Needed to Build World-Class Communities: Indianapolis to Showcase Local Koalaty Kid Success Stories at AQC 2000 by Timothy J. Clark
TQT Foundation Principles applied by a General in WWII in the Burma Theater of Operations. Wider application of the TQT based model after the War within the country and throughout the region and world may have helped to prevent the causes that led to the turmoil and civil wars that have plagued Burma/Myanmar.
Introduction to the Foundation Principles for Leaders.
1. Customers (All Stakeholders). Identify all the stakeholders, their needs, the products/service provided, and expectations.
2. Systems. Develop a system map that identifies the actions that are taken by the stakeholders that produce and/or contribute to the development of products/services that meet stakeholder needs and expectations. The aim of any system is to reduce variation.
3. Variation. Develop measures that provide feedback on the capability of the system to meet all stakeholder expectations. Improvement is achieved by reducing common causes of variation.
– Expanded description of variation
4. Knowledge. Assess system performance and identify priorities for improvement. Knowledge is gained through actions guided by the Plan, Do, Study, Act (PDSA) cycle (s).
5. Planned Change: What needs to be sustained? What needs to be improved? What actions are needed in the near, mid, and long term?
- System Improvement (PDSA)
- System Alignment – standardization (SDSA)
- System Design or reengineering (PDSA)
- Strategic Quality Planning (PDSA)
6. People. How are people motivated and led to support continual improvement?