RICHARD PETTY: We thought it would be good just to give you an overview of quality, talk about the rock stars of quality management, Deming, Juran, and Crosby and set the stage for everything else that we're going to be doing. Let me ask a question as we begin. Do any of you have a restaurant that you go to, that you like to go to over and over? Okay. I heard that. What restaurant is it? AUDIENCE MEMBER: Litton's in Knoxville, then the. It's L-I-T-T-O-N-S. RICHARD PETTY: Littons. What brings you back? AUDIENCE MEMBER: The food is great. RICHARD PETTY: Okay. How long have you been going there. AUDIENCE MEMBER: Probably about 15 years. RICHARD PETTY: Okay. We can bet that those folks have a quality program, that they have a quality initiative in their restaurant. Now, if it's a local restaurant, it may be real informal– the chef, the cook, may be listening to the servers when they come back and the servers may say the people really like that, and they'll think, we'll serve that again. You can bet they're watching the sales of what of each items sell. They're looking at data. They may do it real informally. If you go to the Olive Garden, if you go to Carabba's, if you go to someplace really fancy like Morton's, they're not just doing it informally, they are probably having focus groups, they can tell you what sells, what doesn't sell. They look at data in a very fine level, and stuff that doesn't sell goes off their menu. Also, they're looking at their suppliers. They're looking at what comes into their restaurants. They're looking at the quality of the tomatoes that they get, and you can bet that when the grocery wholesaler comes, they may be turning back a case of tomatoes, if there are too many green ones in it. But they want their salads to look good, they want their dishes to be appealing to folks. So, you know, for businesses, for organizations that are successful, they're looking at quality. Okay, as I said, in just a moment we will talk about the three leaders in quality managment and that is Deming, Juran, and Crosby. And, but lets step back a minute and look at how quality has been dealt with over history. Maybe the first place to look is in the Middle Ages when the craft guildes were, this is just background, we don't have a slide on it. In the Middle Ages there were craft guildes. Those guildes were made up of apprentice, journeyman, and master craftsmen. There was a whole training system that was in place for those craftsman and the goods that they produced, when they were good, when they were deemed to be good by the craftsmen in the guild, they had a mark that was put on them. That mark meant something within their local area, within their region, and within the entire continent of Europe. It was a way of maintaining high quality. Another thing that is really important about quality at that point in time was that the people who produced materials produced them for their local community so they had a connection. They had a connection to the people who bought their goods. If they didn't maintain high quality, if those goods didn't serve their purposes, people didn't buy them. They got a bad rap. They got a bad reputation. As the guild system in the Middle Ages began to wane, the industrial revolution began, workers had less and less contact with the people that used their goods. Workers had less and less power. Maybe exemplary of that were the studies that Frederick Taylor did with his coal shovel experiments. Does anybody remember from industrial psychology? AUDIENCE MEMBER: Yes, how many to shovel in so many minutes? RICHARD PETTY: That's right. The size of the shovel, length of the shovel handle. You are right. The rest of you are probably fortunate not to remember that. [LAUGHTER] AUDIENCE MEMBER: This is dating us. RICHARD PETTY: Well, but the point is they broke processes down to the tiniest detail and workers had less and less control, less and less say. Workers were another cogin the machine. That's what it was. The next step was when America geared up for World War II. They had to have a way of getting more goods out to the troops. They were fighting a war than ever before. Production runs were bigger than they ever had been and they needed a way to make sure that everything worked properly and there were too many goods to look at every item that went out the door, and so they began statistical process control. That meant that -- this is where we first see the work of Deming -- I am going to move to slide one -- or 2, rather. I think we should have Deming on the screen. I hope we do. And they began to look at random samples of production runs. If the feed mechanism for a 50 caliber machine gun that was going to the frontline, if a valid statistical sample of those machine gun feed mechanisms worked properly, they could be reasonably certain that the full line would work, and that was really important. Well, after the war, unfortunately and ironically, America lost a lot of that ground that they had gained during the war and America began a steep, long slide into really poor quality that culminated in the '80s with America having lost market share in the auto industry, the steel industry and just about every other industry you can imagine, and at the same time, right after the war, when it was time for Japan to rebuild the economy there, America and the State Department sent Edward Deming Edwards Deming to Japan to work with the Japanese. And the first thing that he taught them was statistical process control. And as you leave, the take away for you for this training is -- and I did this presentation for my wife this weekend as I was getting ready and she works at the VA Hospital Medical Center in Houston for the blind rehabilitation program there. She started in independent living and she said you need to tell them one thing. Data is your friend, and Paula and Maureen and Anne modified that last night and can one of you say how you modified that? AUDIENCE MEMBER: Good data. RICHARD PETTY: Good data is your friend. Right. Good data is your friend. What is good data? AUDIENCE MEMBER: Accurate. RICHARD PETTY: Accurate. Good. And so it's really crucial that you are looking at data of what's going on in your center. It means that -- how many of you are looking, say, on a monthly basis? Not just when it comes time to do your 704 report? How many of you are looking at your data? Say yes or no? Yes. RICHARD PETTY: Good. That is great. So what we hope is that by the time you leave -- and it's not just about data. It's about several things we are going to talk about but we hope by the time you leave, if you don't already have a quality initiative, that you will want to have one. We hope that we can give you ideas. We hope we can give you approaches, strategies for doing it. And if you already have one, if you are already really focusing on it, we hope to give you more ideas, even better ideas, so by the time you leave Thursday, we hope that you will either have a commitment to start an initiative and some ideas about how you are going to do it or that you are going to be improving your initiative. Okay. Let's go on to Joseph Juran. He also ended up in Japan, helping them improve their industry. And they were listening. America wasn't. America's industry was beginning its slide down. The Japanese were beginning, they had had a reputation of really poor quality. They could produce a lot of goods. They needed to move from a wartime to a peacetime economy. Juran and -- we are oversimplyfing. These guys taught a lot of things. They had a lot of guidance for Japanese industry, but the thing that we probably -- the best thing we should take away from Juran is that what makes quality for a good is its "fitness for use." Can it serve the purpose for which it was intended? For us, do our services meet the needs of the people that we are serving? That's a definition of quality. And now Crosby -- by the way, are the slides on the left? I have been looking there. Are they there? Yes. RICHARD PETTY: Good. I am glad. Sometimes it works out. I forgot to ask before I got started. [LAUGHTER] All right. Philip Crosby, the zero defects movement is something that he popularized. He did not start it. And the idea is that you can bring defects down in the production work that you do to zero, or if not to zero, very close. Have any of you ever heard of Six Sigma? You can be a greenbelt, you can be a black belt. You can actually go online and look to see how you can do that. They are not saying you can get to zero but they are saying you can get very close to zero but, again, it is an industrial process. It works for goods, but things like that can also work for services. So that's -- that is an important take away. We can improve the quality of the services that we offer. Okay. Sort of a little exercise. I brought a camera made by the Konica camera company. It is an antique. It was made in 1965. When I was preparing for this presentation, I found out that the Konica camera company won a Deming award. Let's see if we can show something that is exemplary of what the Deming award was. It was for exemplary quality and Darrell is going to help us. We are going to do an exercise in a minute but forgive me for having brought an antique. Its relevance is questionable because the whole industry of photography has completely changed. But just to mention a couple of things about this device, built in 1965, the very first auto exposure camera. Everything up to that point, people used light meters. They -- a separate device to measure the light and then set the dials on the camera or maybe the camera had something in it but it was all manual. It had high quality optics and a really good fit and finish. It was the only camera ever made that would allow the user to switch between full and half frame photography. It means nothing now. At that point it was kind of cool. So what about this constitutes quality? It met the needs of a changing market. Darrell is going to write for us. Met the needs of a changing market. AUDIENCE MEMBER: It was above and beyond the expectations of the customer. RICHARD PETTY: Above and beyond. What else? What about -- do you think it took good pictures? You would think so. So you might say fitness for use. It sold well, by the way, for several years. The other thing is it can easily match – Microphone. Microphone. AUDIENCE MEMBER: It easily -- is it working? Hello? It can easily match the light to the pictures so it took out somebody's error. RICHARD PETTY: Quality picture? AUDIENCE MEMBER: Right, quality picture but also the lighting too would be correct if it was working right. RICHARD PETTY: Good exposure, good quality. Anything else? AUDIENCE MEMBER: I am pushing it. There we go. Thank you. You probably set a new standard for cameras moving forward as well, just like the introduction of Herman Millers Aeron chair did for office seating. RICHARD PETTY: Perfect example. Okay, did you hear that example? Set a new standard and also an example that you gave -- what is your name, please? AUDIENCE MEMBER: Marylou Dixter. RICHARD PETTY: Marylou said the Herman Miller Aeron chair. Another really good example. You know, we are looking at things like high quality, statistical process control. You can bet that someone on the bench in that factory, when they were grinding those lenses, they knew what their tolerances were. There were people who were inspecting it to make sure that it was -- that it was meeting those standards. They got their quality down to where every camera that went out the door was of good quality, zero defects, fitness for use, served the purpose for which it was intended, so here we go. And believe me. That can be done for services, too, so Darrell, thank you. We are going to move to services here for just a minute and this is a slide -- I believe it should be a slide of the hallmarks of high quality services, and you will define quality services within your center. Probably over time, the field will define quality, too. Several years ago, in working with the Real Choice System Change Initiative, ILRU created a paper. Several of us were the author, and we defined quality, and your quality won't necessarily look like this but here is an example. High quality -- the Hallmark of high quality services, the high quality service meets the service needs of the recipient. We're stating the obvious, but sometimes even the obvious needs to be stated. High quality services are based on sound theories and practices. High quality services are administered competently and effectively. High quality services support integration and inclusion. That's what we're all about. High quality services acknowledge and support diversity, again, something that's important. So this is one example of what service -- what high quality services can look like. Yours may be similar, yours may be not. There's some things I think you'll probably have there. I would be greatly surprised if you didn't have the first one, high quality services meet the service needs of the service recipients. I'd be surprised if they didn't -- if what you had didn't include integration into the community. So in a minute, in fact, Paula is going to begin to talk with us a little bit about why we want to have a quality initiative, and we will be unpacking that throughout the -- throughout the training.