Product Description
The Premier Collection
Chili Peppers. Establishing measures for quality is vital. When measures don't exist, they have to be invented. In this humorous segment, we learn how an objective system of measurement (Scovile units) was created to determine the "hotness" of chili peppers.
Don't Cook Your Chicks. A chicken egg takes 21 days to incubate. No more, no less. Quality pioneer Dr. Joseph Juran uses a blow torch on some incubating eggs to dramatize that some processes just can’t be rushed. Similarly, a company embarking on quality efforts needs to allow ample time for changes in its culture and structure to be accepted and take hold.
Florence Nightingale. During the Crimean War, Nurse Florence Nightingale used the graphic presentation of data to convince the skeptical British Army Medical Corps to make sweeping sanitary reforms in military hospitals. This segment dramatizes the power of information based on data, the graphic presentation of data, and the value of speaking in a language that senior management can relate to.
Granite Rock's ATM. Granite Rock, a Malcolm Baldrige Award winner, benchmarked banks and gas stations and borrowed their ATM technology to improve delivery and increase sales and profits. The segment illustrates how we can learn from studying other industries (not just our competition).
Hair Nets. Hair net makers went out of business by responding to customers' stated needs (customers wanted better hair nets). The makers of hair sprays took over the market by responding to the customers' real needs (they wanted something to keep their hair in place). A great story to point out that we need to understand the real needs behind our customers’ stated needs.
Hospital I-Vs. At this hospital, over $100,000 of medication was poured down the drain every year. A team used a flow diagram analysis to reveal the hidden reason and save the hospital $87,000 a year. The concept of “cost of poor quality” is well illustrated in this segment.
Stone Hill Winery. The difference between a company’s “mission” and “vision” is made sparkling clear in this example. By clearly distinguishing between the two, Stone Hill Winery was able to increase sales by over 70 percent and create a huge and loyal customer base.
The "Baldie" Fund. Is TQM worth all the effort? In this segment, we compare the market performance of recognized quality leaders to the Standard & Poor index. This example dramatizes the superior market performance of those companies who make “quality” a key business strategy.
The Jefferson Memorial. By asking "why, why, why?", the National Parks Service solves a chronic problem and discovers the true (and surprising) reason why this National Monument was deteriorating. One of the most popular and memorable segments ever produced in this series. A vivid example to dramatize the value of identifying the true, root cause of any problem.
The New Mustang. Customers and all 400 members of the design team were teamed up to re-plan the classic Mustang. The car was introduced in 25 percent less time and for 30 percent fewer dollars than any comparable development program in Ford’s history. A good example of cross-functional teamwork, and customer and supplier involvement in the design process (quality planning).
The San Diego Zoo. In this extended Quality Minute segment, we take a detailed look at how the San Diego Zoo is effectively using self-directed work teams to improve the quality of its business. Some of the resulting benefits of this new approach include a reduction in workers’ compensation claims, higher job satisfaction, lower absenteeism, and an increase in guest attendance.
Three Hour House. By rethinking and re engineering traditional construction techniques and technology, a well orchestrated team actually built a San Diego home from scratch in less than three hours!
Chili Peppers. Establishing measures for quality is vital. When measures don't exist, they have to be invented. In this humorous segment, we learn how an objective system of measurement (Scovile units) was created to determine the "hotness" of chili peppers.
Don't Cook Your Chicks. A chicken egg takes 21 days to incubate. No more, no less. Quality pioneer Dr. Joseph Juran uses a blow torch on some incubating eggs to dramatize that some processes just can’t be rushed. Similarly, a company embarking on quality efforts needs to allow ample time for changes in its culture and structure to be accepted and take hold.
Florence Nightingale. During the Crimean War, Nurse Florence Nightingale used the graphic presentation of data to convince the skeptical British Army Medical Corps to make sweeping sanitary reforms in military hospitals. This segment dramatizes the power of information based on data, the graphic presentation of data, and the value of speaking in a language that senior management can relate to.
Granite Rock's ATM. Granite Rock, a Malcolm Baldrige Award winner, benchmarked banks and gas stations and borrowed their ATM technology to improve delivery and increase sales and profits. The segment illustrates how we can learn from studying other industries (not just our competition).
Hair Nets. Hair net makers went out of business by responding to customers' stated needs (customers wanted better hair nets). The makers of hair sprays took over the market by responding to the customers' real needs (they wanted something to keep their hair in place). A great story to point out that we need to understand the real needs behind our customers’ stated needs.
Hospital I-Vs. At this hospital, over $100,000 of medication was poured down the drain every year. A team used a flow diagram analysis to reveal the hidden reason and save the hospital $87,000 a year. The concept of “cost of poor quality” is well illustrated in this segment.
Stone Hill Winery. The difference between a company’s “mission” and “vision” is made sparkling clear in this example. By clearly distinguishing between the two, Stone Hill Winery was able to increase sales by over 70 percent and create a huge and loyal customer base.
The "Baldie" Fund. Is TQM worth all the effort? In this segment, we compare the market performance of recognized quality leaders to the Standard & Poor index. This example dramatizes the superior market performance of those companies who make “quality” a key business strategy.
The Jefferson Memorial. By asking "why, why, why?", the National Parks Service solves a chronic problem and discovers the true (and surprising) reason why this National Monument was deteriorating. One of the most popular and memorable segments ever produced in this series. A vivid example to dramatize the value of identifying the true, root cause of any problem.
The New Mustang. Customers and all 400 members of the design team were teamed up to re-plan the classic Mustang. The car was introduced in 25 percent less time and for 30 percent fewer dollars than any comparable development program in Ford’s history. A good example of cross-functional teamwork, and customer and supplier involvement in the design process (quality planning).
The San Diego Zoo. In this extended Quality Minute segment, we take a detailed look at how the San Diego Zoo is effectively using self-directed work teams to improve the quality of its business. Some of the resulting benefits of this new approach include a reduction in workers’ compensation claims, higher job satisfaction, lower absenteeism, and an increase in guest attendance.
Three Hour House. By rethinking and re engineering traditional construction techniques and technology, a well orchestrated team actually built a San Diego home from scratch in less than three hours!
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