01 understanding the fusion of enterprise quality models_ceqp

8/4/2019 01 Understanding the Fusion of Enterprise Quality Models_CEQP

1/69

DIGILEAF INC. All Rights reserved.

Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011

Understanding the Fusion of

Enterprise Quality Models

DIGILEAF INC.Leading Excellence Among Fellows


2/69



About DigiLEAF

We are QUALITY practitioners.we live by what we teach

DIGILEAF is a knowledge-based solutions provider specializing onEnterprise Quality Management and, Information Technology

Infrastructure and Governance. DIGILEAF offers training, audit and

consulting as the primary service areas capturing the end-to-end

roadmap of building a Quality Culture from conceptualization to

execution of quality assurance, quality control, and deployment of

organizational excellence methodologies.

DIGILEAF prides itself in being vertically-strong in its chosen niche, in

the wealth of industry experience it has and its capability to ENGAGE to

its clients in the most unconventional, versatile and innovative way

possible, giving the clients that delighted & worthwhile experience.


3/69



About IAQP

International Alliance of Quality Professionals

(IAQP), registered in The Netherlands, was founded

by representatives of three countries namely, The

Philippines, The Netherlands & Iran. The Alliancebelieves that by sharing policy, information and

training, it will be able to strengthen the work of

quality professionals embedded in any role in any

organization, to foster the good practices in each

industry in a specific region and to elevate these toan international level, thus forming best practices

that could be replicated in other regions of the

world as well.


4/69



Course Objectives

* To uniform the understanding towards Quality

Management, this will take the bigger picture of linking all

Quality Models together and design a roadmap fitted to the

need of a diverse organization intending to raise their Quality

Maturity to a higher level.

* To prepare the stakeholders in the development and

execution of a Lean Six Sigma Program across delivery centersand support services; this will walk-through on the

prerequisites needed, guide on program governance and

pitfalls to avoid.


5/69



Building Quality Excellence should start somewhere.


6/69



Thrust of Enterprise Quality

Voice

of the

Business

Customer Satisfaction &

Innovation

Process Optimization Talent Development

The Three-Point Thrust of Enterprise Quality

towards Profit Management

Models & Practices that ensure

fulfillment of customer requirements,

problem solving to meet the desired

targets & ideation for innovation to

leverage opportunity

Customer Satisfaction & Innovation

Process Optimization

Tools & Techniques that guide

professionals in Mapping, Improving

and Reengineering of Processes;

inclusive of establishing metrics

dashboards to promote data-based

approach to process management.

Talent Development

People Management Approaches towards development of the skill set both of the

mentor and the talent to be equipped to bring the organization to its desired state.


7/69 DIGILEAF INC. All Rights reserved.


Pathway In Assessing Quality Maturity of the Organization

Level 01: IDENTIFY THE VALUE of OPERATIONS & SHARED SERVICES

Level 02: ESTABLISH THE REPEATABILITY OF THE PROCESSES

Level 03: STANDARDIZE THE CONFORMING PROCESS

Level 04: QUANTIFY QUALITY ATTRIBUTES

Level 05: OPTIMIZE PERFORMANCE

Adapted from CMMi Capability Maturity Model




Level 01:IDENTIFY THE VALUE Of

OPERATIONS & SHARED SERVICES

Level 02:ESTABLISH THE REPEATABILITY OFTHE PROCESS

Level 03:STANDARDIZE THE CONFORMING

PROCESS

Level 04:QUANTIFY QUALITY ATTRIBUTES

Level 05:

OPTIMIZE PERFORMANCE

Enterprise Quality Models & Techniques Complementing the Pathway

Product or Service Positioning SWOT Analysis

Business Needs Analysis

Calibration Sessions Benchmarking Initiatives Set-up of Quality Assurance

Quality Management System Information SecurityManagement System COPC

Balanced Scorecard Metrics System for SLA Customer Satisfaction Index

LEAN SIX SIGMA Design for Six Sigma Innovative Thinking Techniques




Level 01:IDENTIFY THE VALUE

Level 02:ESTABLISH

REPEATABILITY

Level 03:STANDARDIZE THE

CONFORMINGPROCESS

Level 04:

QUANTIFY QUALITYATTRIBUTES

Level 05:OPTIMIZE

PERFORMANCE

Schematic Flow of Thought Process





Balanced Scorecard

Metrics System for SLA Customer Satisfaction Index

LEAN SIX SIGMA

Strategy-Based

Thinking

Model-Based

Thinking

Tool-Based

Thinking Process Mapping Statistical Process Control Risk Analysis Tools





Level 02:MAKE IT REPEATABLE

Level 03:DEFINE THE CONFORMING

PROCESS

Level 04:QUANTIFY QUALITY

ATTRIBUTES

Level 05:


Enterprise Quality Models & Techniques complementing the Pathway






LEAN SIX SIGMA

Design for Six Sigma Innovative Thinking Techniques

START




Quality Management System (QMS)

In accordance to ISO 9001:2008 Requirements

The adoption of a quality management system should be a strategic decisionof an organization aiming to embed a PROCESS-BASED APPROACH linking all

functionalities within an organization.

When used within a Quality Management System, such an approach

emphasizes the importance of:

a.) understanding and meeting stakeholder requirements

b.) need to consider processes in terms of added value

c.) obtaining results of process performance and effectiveness

d.) continual improvement of processes based on objective measurement




PDCA Cycle of QMSPLAN

Establish the objectives and processes necessary to deliver

results in accordance with customer requirements and theorganizations policies

DOExecution of Processes

CHECK

Monitor & measure processes and product/service againstpolicies, objectives and requirements for the product and

report the results

ACT

Take actions to continuallyimprove process performance

d d h f l d l l




Model of Process-Based QMS

Customers Customers

CONTINUAL IMPROVEMENT

of the QUALITY MANAGEMENT SYSTEM

Management

Responsibility

Resource

Management

Measurement,

Analysis &

Improvement

Product

RealizationRequirements

SATISFACTION

PRODUCT or

SERVICE

U d di h F i f E i Q li M d l V i 02 A il 22 2011




Excerpts from Quality Management System

ManagementResponsibility

Resource

Management

Measurement,Analysis &

Improvement

Product

Realization

Top management shall provide evidence of its commitment to

continually improve its effectiveness by establishing a quality

policy, fulfillment of quality objectives, conduct of management

reviews and assurance of availability of resources

The organization shall determine and provide resources needed to

enhance customer satisfactionThe organization shall plan and develop the processes needed for

product or service realization. Planning of product realization

shall be consistent with the requirements of other processes of

Quality Management System

The organization shall plan and implement the monitoring,measurement, analysis and improvement processes needed:

-To demonstrate conformity of service

- To ensure compliance of the Quality Management System

- To continually improve service effectiveness & efficiency

U d t di th F i f E t i Q lit M d l V i 02 A il 22 2011




Roles under Quality Management System



Management

Responsibility

General Management

Strategic Quality

Middle Management

SalesCustomer-Interfacing

ProcessesResource

ManagementHuman Resource

IT, Finance, Budget

Facilities Management

Measurement,

Analysis &

Improvement

Applicable across

departments, across

ranks

Product

RealizationGeneral Operations

Account Management

Workforce

Quality Control

Department

Either Operations or

Shared Service



Management

Responsibility

Resource

Management

Measurement,

Analysis &

Improvement

Product

Realization

U d t di th F i f E t i Q lit M d l V i 02 A il 22 2011




Quality Management System with the

requirements specified within ISO 9001:2008

Is an Ideal Springboard to:

Information Security Management System (ISO 27001)

Capability Maturity Model Integrated (CMMi)

Contact Operations Performance Center (COPC) Requirements

Malcolm Baldridge National Quality Award/Philippine Quality Award

IT Infrastructure Library Requirements

PCI-DSS Certification

BPAP/CCAP Recognition

Understanding the Fusion of Enterprise Quality Models Version 02 April 22 2011







PROCESS


ATTRIBUTES

Level 05:








LEAN SIX SIGMA Design for Six Sigma Innovative Thinking Techniques

START





Key Result Areas

Key StrategicObjectives Explicitly-StatedRequirements Customer PerceivedRequirements

BALANCED

SCORECARD

EFFECTIVE

METRICS

SYSTEM

CSAT

Customer Complaint

Handling

Are we measuring the right attributes? Are we measuring what is painful for the organization and for the processes? Are the measurements monitored the right way?

Key Considerations

Considerations to Quantify Performance





Organizations Strategic Objectives

FinancialReviews

? ? ??

ALL OTHERS ARE LEFT HIDDEN!

Context of Balanced ScorecardINTANGIBLE

ASSETS

CustomerConcern

InternalProcess

Learning& Growth

http://images.google.com.ph/imgres?imgurl=http://www.madore.org/~david/images/cards/english/king-hearts.png&imgrefurl=http://www.madore.org/~david/misc/cards.html&h=1037&w=674&sz=42&tbnid=b0ABK0ywR6JmeM:&tbnh=150&tbnw=97&hl=tl&start=1&prev=/images?q=king+of+hearts&svnum=10&hl=tl&lr=http://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.madore.org/~david/images/cards/english/king-hearts.png&imgrefurl=http://www.madore.org/~david/misc/cards.html&h=1037&w=674&sz=42&tbnid=b0ABK0ywR6JmeM:&tbnh=150&tbnw=97&hl=tl&start=1&prev=/images?q=king+of+hearts&svnum=10&hl=tl&lr=




Example of Transition of Strategy Map to Balanced Scorecard

STRATEGY MAP BALANCED SCORECARD

Financial

Customer

Internal

L&G

Net Profit

Grow

Revenue

Fewer

planes

Attract &

Retain

Customer

On-time

service

Lowest

prices

Fast

ground

turn-

around

Ramp

agent

learning

Crew

scheduling

and

profiling

Objectives Measurement Target

Profitability

Grow revenue

Fewer planes

Market Value

Seat revenue

Plane lease cost

Up by 10%

Up by 15%

Down by 15%

Attract & retain

more customer

Flight is on-time

Lowest prices

# repeat customers

# customers

Ranking for on-time

arrival

Customer ranking

70%

Up by 12%

No. 1

No. 1

Fast ground

turn-around

On-ground time

On-time departure

30 minutes

90%

Develop the

necessary skills

Develop the

support system

Strategic job readiness

Information System

Availability

90%

100%





Balanced Scorecard Implementation Roadmap

Enterprise Level

Cluster Cluster

Department Department

The objective of Balanced

Scorecard Deployment is to

cascade the Corporate BSC

(Enterprise Level) down to

logical clusters and

departments up until the

point where each individual

owns his/her particular

objectives coming from

his/her immediate superior.

Individual Balanced Scorecards



22/69



Clienting

(customer + environment/competition)

Processing

(processes)

Partnering

(employees)

RELIABILITY

PROFIT

Voice of the Customer

Voice of

the

Process

Voice of

the

Employees

Building an Effective Metrics System Linked to Profit

A Dual Concept for Long Term Success. Fritz W. Weigang, Institut fur Qualitatsmanagment. ASQ Six Sigma Forum Magazine.



23/69



Effective Metrics Build and Maintenance

Voice

of the

Business

Customer Satisfaction

& Innovation

Process

Optimization

Employee Welfare &

Development

CollectedC IntegrityI UseableU KnownK ActionA

Sanity Check for Metrics (as stated by COPC)



24/69



Customer Perception

SatisfiedParticipants

Key Inputs of TrainingKey Output of Training

Example:

Perceived Customer

Expectations



25/69


g p Q y , , p ,




PROCESS


ATTRIBUTES

Level 05:








LEAN SIX SIGMA

Design for Six Sigma Innovative Thinking Techniques

START



26/69


g p Q y , , p ,

GOALS OF COMPANY ACCORDING TO

STRATEGIC OBJECTIVES

POTENTIAL FOR CHANGE!

Transition to Continual Improvement

Voice

of theBusiness

Customer Satisfaction &

Innovation

Process

Optimization

Employee Welfare &

Development

COMMON SENSE or

LEAN SIX SIGMA?



27/69


g p y , , p ,

Leans practice already expanded from the shop floor of automotive and

manufacturing industry going to the information-intensive environmentof transactional area where its use is now termed as LEAN OFFICE.

Lean Evolution

OUTPUT

Process

Step 01

Process

Step 02

Process

Step 03

IDENTIFIED WASTES

USE OF LEAN TOOLS AND TECHNIQUES

TO PERFORM:

WASTE ELIMINATION

WASTE REDUCTION

PROCESSREENGINEERING



28/69


1. Overproduction

Overproduction of recruited/trained hires

Overproduction of finished goods

2. Overprocessing

Multiple approval layersMultiple QC Inspection done per process step

3. Waiting

Resigned employees waiting time for the back pay

Waiting on queue for deposit transaction processing

4. TransportationCall transfers to multiple agents

Transportation of materials received from suppliers5. Motion

Processing of clearance from various sites

Motion wastes due to poor work lay-outs6. Inventory

Idle assets not used; benched hires

Inventory of spare parts and obsolescent materials

7. Rework

Recurrence of IT Problem Tickets

Rework of rejected goods from External Audit

Lean Mudas



29/69


Target: 16:00 GMTIdeal CT based on Target:20 minsActual average CT: 121.07 mins

PROCESS OF RLEASING A REPORT

DS formats andsends the file

Autosys job runsthe file

Autosys jobapplies the fileon workstation

OPS receives dataFrom Source

Feed

CYCLE TIME

QUEUE TIME

11.33 mins 25.98 mins

Data appears onthe workstationDS Fetch Job

60.98 mins

2.57 mins

File becomesavailable

to run

XYZ checksthe file

3.37 mins

3.07 mins

15:40 GMT

16.34 mins

Time of Receipt

OPS queues thework on the

System

OPS run autoChecker system

OPS release theReport in theEagle System

OPS receives dataFrom Source Feed

XYZ promptsClient that theReport has

BeenReleased

Job is beingfetched

DataConversion

OPS performFile compare

Sample Waste Identification



30/69


Target: 16:00 GMTIdeal CT based on Target:20 minsActual average CT: 121.07 mins

PROCESS OF RLEASING A REPORT

DS formats andsends the file

Autosys job runsthe file

Autosys jobapplies the fileon workstation

OPS receives dataFrom Source

Feed

CYCLE TIME

QUEUE TIME

11.33 mins 25.98 mins

Data appears onthe workstationDS Fetch Job

60.98 mins

2.57 mins

File becomesavailable

to run

XYZ checksthe file

3.37 mins

3.07 mins

15:40 GMT

16.34 mins

Time of Receipt

OPS queues thework on the

System

OPS run autoChecker system

OPS release theReport in theEagle System

OPS receives dataFrom Source Feed

XYZ promptsClient that theReport has

BeenReleased

Job is beingfetched

DataConversion

OPS performFile compare

Sample Waste Identification The arrival time of work to bedone only allowed the process

to be completed for 20 minutes;

very far from its capability

equal to 121.07 minutes.

In-between waiting time which

already consumes more than an hour.The Cycle Time to release the report is relatively

the highest across other process steps.



31/69


BODY of Knowledge

* LEAN for MANUFACTURING

* Value Stream Mapping Techniques

* 5S & Visual Process Controls

* Customer Pull & ReplenishmentSystems

(including Kanban calculations for

minimum safe batch sizes)

* Poka-Yoke Mistake-Proofing and

Standardization Techniques

* Rapid Set-Up Methodology & Work

Balancing

(including Work Cell Optimization)

* Total Productive Maintenance

* Over-All Equipment Effectiveness

(OEE)

* Kaizen Blitz

manufacturing

BODY of Knowledge

* LEAN for SERVICE

* Identifying Time Traps & Capacity

Constraints in Service

* 5S & Visual Process Controls

* Poka-Yoke Mistake-Proofing and

Standardization Techniques

Adapting 4-Step Rapid Set Up for

Service Processes

Capacity Leveling & Workload

Distribution* Agile Approach to Process

Optimization

service



32/69


Level = Capability Measure counting

no. of sigma that fit within specification

USL

DMAIC

Black Belts

Green Belts

Six Sigma already evolved from the statistical plane of defect calculationinto a change initiative business strategy providing a structure foralignment and execution of process transformation creating the double-helix oforganizations DNA for continuous improvement.

Six Sigma Evolution

http://images.google.com.ph/imgres?imgurl=http://www.motorola.com.cn/news/images/Motorola-hei2a.gif&imgrefurl=http://blogtwopointzero.blogspot.com/search/label/Motorola&h=415&w=594&sz=4&hl=tl&start=5&tbnid=7tLoY03UVk4eKM:&tbnh=94&tbnw=135&prev=/images?q=motorola&gbv=2&svnum=10&hl=tl


33/69


UPPER TARGETLOWER TARGET

SIGMA LEVELNumber of SIGMA increments that

fall within the set target

Motorola isproducing TVsets with 1/20

defectives.

Our Quality Stinks!

Main, 1994

Bob Galvin

Six Sigma as a METRIC

http://images.google.com.ph/imgres?imgurl=http://www.cellphones.ca/news/upload/2008/07/motorola-logo.jpg&imgrefurl=http://www.cellphones.ca/news/post004892/&usg=__jyY6reo762asj0xcH__kPjHLhI8=&h=321&w=450&sz=13&hl=tl&start=1&um=1&tbnid=ea-qpLopFYh9qM:&tbnh=91&tbnw=127&prev=/images%3Fq%3Dmotorola%2Blogo%26hl%3Dtl%26sa%3DG%26um%3D1


34/69


At this level, the organization would only produce,

3.4 defectives per million. This may mean

3.4 out of a million transactions were delivered late

3.4 out of a million respondents were dissatisfied

from conducted survey

3.4 out of a million hiring requirements were not met

Performing at Six Sigma Performance



35/69


DEMINGS

PDCA Cycle

DEFINEMEASURE

ANALYZEIMPROVECONTROL

Project Identification

Understand the

Current System

Root Cause Analysis

And Verification

Solution Formulation, Implementation

And ExecutionStandardization AndSustenance

Six Sigma Process-Based Approach



36/69


Voice of the CustomerVoice of the Process

Voice of the Employee

SIX SIGMA cuts across diverse nature of verticals to meet the service levelagreements and other needs that gauge customer satisfaction. Six Sigma

provides the factual discipline of attaining continuous improvement throughobjective analytics and team-based execution of improvement initiatives.

tod

o

s:

Deployment Plan

Roles and Responsibilities

Competence Formation

Project Control

Financial Savings Validation

Rewards & Recognition

Governance Metrics

Governance Time Plan

Fusing to a Bigger QualityManagement Program

Six Sigma Program Governance

http://creative.gettyimages.com/source/Search/47','47','1','


37/69


MMEASURE

DDEFINE

AANALYZE

IIMPROVE

CCONTROL

Balanced

Scorecard

Selection Matrix

Multi-Voting

Project Charter

Setting of KPIs

Process Mapping

Data Collection

DesignControl Charts

Pareto Diagram

Capability

Indices

Fishbone

Diagram

SIPOC Diagram

Graphical ToolsHypothesis

Testing

Linear & Logistic

Regression

Design of

Experiments

IMAGINEERING

Innovative

Thinking

Techniques

Pugh Matrix

Project

Management

Standardization

Techniques

Change

Management

Documentation

Strategies

Calibration

Techniques

Control Planning

Six Sigma DMAIC ToolboxSix Sigma Toolbox consists of: StatisticalTechniques, Team-Based Decision MakingTools, Soft Skill Set, Process Mapping,Project & Strategic Management practices



38/69


900750600450300150

Median

Mean

360350340330320310

1st Quartile 290.76

M edian 339.49

3rd Quartile 358.83

Maximum 946.00

316.65 361.00

327.69 346.27

101.46 133.14

A -Squa red 7. 78

P -V a lue < 0. 005

Mean 338.82

S tDev 115.15

Variance 13259.24

Skewness 2 .8388

Kurtos is 12.5258

N 106

M inimum 110.00

Anderson-Darling Normality Test

95% C onfidence Interval for Mean

95% C onfidence Interval for Median

95% C onfidence Interval for StD ev95% Confidence Intervals

Summary for AHT

10089786756453423121

800

600

400

200

0

Observation

IndividualValue

_X=339

UCL=476

LCL=202

10089786756453423121

600

450

300

150

0

Observation

MovingRange

__MR=51.6

UCL=168.7

LCL=0

1

111

1

1

1

1

1

1

1

11

1

1

1

1

11

11

11

11

I-MR Chart of AHT

Data is not Normal. There is a large speculation that the behavior of the data set isgreatly affected by the extreme observation. Mean of outliers already average at

753.20, dramatically far out from the target of 300.

AHT ANALYSISSample Problem Analysis



39/69


There is a speculation of significant difference of AHT per account. In particular,Banking performance as compared to the rest. Need to investigate on the outliers foundfrom process behavior manifested by Software account. No correlation exists between

Tenure and AHT.

1019181716151413121111

500

400

300

200

100

Observation

IndividualValue

_X=344.4

UC L=463.3

LCL=225.6

AutomotiveB ank H ealthcare I nsurance S oftw are T elephony

1019181716151413121111

300

200

100

0

Observation

MovingRange

__MR=44.7

UC L=146.0

LCL=0

AutomotiveB ank H ealthcare I nsurance S oftw are T elephony

111

1

1

1

1

11

1

I-MR Chart of AHT by Account

40353025201510

450

400

350

300

250

200

150

100

Tenure

AH

T

Scatterplot of AHT vs Tenure

Determining Potential Causes of AHTs VariationSample Problem Analysis



40/69


Serve as Project Sponsors inoverseeing the success of theproject

Is responsible for ProjectIdentification, and aligning them toStrategic directives

Has the responsibility to provideresource aptly needed for theproject

Has the responsibility to act asliaison for cross-functionalengagements

Remove bottlenecks in executingthe projects

Six Sigma Champions



41/69


MASTER BLACK BELTS (MBB)-Make sure right project is selected

-Serve as Organizational Technical Coach BBProjects

-Implement governance

- Provide strategic and technical mentoring to

ensure success of projects

BLACK BELTS (BB)- Understand both the science and application underneath the tools of Six Sigma- May work alongside MBB in Project Mentoring with respective business units

-May act as Team Lead for specific Six Sigma projects

GREEN BELTS (GB)-Serve as Project Team Lead for specific Six Sigma projects or, as TeamMember for large-scale BB projects

Six Sigma Technical Experts



42/69


Solution-Driven

Tools to Address Core

Operational Wastes

LEAN and SIX SIGMA

LEAN

WasteReduction

Philosophy

SIX SIGMA

HolisticProblemSolvingMethodology

Rigor of Analytical

Techniques Applied in aHolistic Problem Solving

Methodology



43/69


MMEASURE

DDEFINE

AANALYZE

IIMPROVE

CCONTROL

Balanced

ScorecardSelection Matrix

Multi-Voting

Project Charter

Setting of KPIs

Process Mapping

Data Collection

Design

Control Charts

Pareto Diagram

Capability

Indices

Fishbone

Diagram

SIPOC Diagram

Graphical Tools

Hypothesis

Testing

Linear & Logistic

Regression

Design of

Experiments

IMAGINEERING

Pugh Matrix

Project

Management

Standardization

Techniques

Change

ManagementDocumentation

Strategies

Calibration

Techniques

Control Planning

LEAN SIGMA Approach to Problem Solving

Identificationof Wastes

Current ValueStream

Computation ofTAKT

Identification ofProcess

Constraints

5S, Visual ProcessControl, Poka-Yoke,

ReplenishmentSystems

MaintainingFuture Value

Stream

Lean Tools &

Techniques



44/69


OPERATIONSService Level AgreementMetrics

Customer-DrivenAttributes

FINANCEOn-Time ReportGeneration

Procurement Turn-AroundInvoicing & Collection

TRAININGTraining Post-DiagnosticTrainee Satisfaction

Internal Client SatisfactionTrainer Utilization

ITIT Uptime

Resolution Turn-AroundInternal Client SatisfactionLooping of Prob Tickets

HROn-Boarding Compliance

Attrition RatePolicy Adherence

Timekeeping Accuracy

RECRUITMENTTimeliness of Hiring

Conversion RatioWaiting Time

Applicant Satisfaction

WORKFORCEOn-Time Report

GenerationAgent UtilizationReport Accuracy

FACILITIESRequest Turn-Around

Resolution Turn-AroundInternal Client Satisfaction

SALES/MARKETINGLeads Generation

Turn-Around Time forProposal Submission

Call Success Rate

Potential Lean Six Sigma Projects



45/69


The Defective Reductionand Waste Optimization

strategies of Six Sigma

DMAIC and Lean

respectively follows a

RETROSPECTIVEapproach in Problem

Solving addressing what

has already happened

from the PAST.

Context of Problem Solving



46/69


Retrospective Approach is

Limiting To:

1Industries or NEWproducts/services wherethere is

MINIMAL TO NOROOM FOR

FAILURE.

Limitation of Retrospective Approach



47/69


Retrospective Approach is

Limiting To:

2Finding an approachtowards

Searching for

BREAKTHROUGH

SOLUTIONS

Limitation of Retrospective Approach



48/69


1Industries or NEW

products/service where there

is

MINIMAL TO NO

ROOM FOR FAILURE.

2Finding an approach

towards

Searching for

BREAKTHROUGH

SOLUTIONS

DESIGN FOR

SIX SIGMA

INNOVATIVE

THINKING

Augmentation to the Need



49/69


Rationale:

A methodology for introducing NEW

product, service or process INHIBITINGidea generation in a hit-and-miss fashion, DFSS

addresses RISKS ON CAPABILITYand not root causes of past events.

Design for Six Sigma (DFSS)



50/69


MMEASURE

DDEFINE

AANALYZE

DDESIGN

VVERIFY

Feasibility Study

Monte Carlo

Product Defn

Risk Managt

Project Managt

VoC

Kano model

SERQUALCustomer Survey

QFD

Design Specs

TRIZ

Pugh Selection

Design FMEAQFD for

Competitive

Analysis

Design for X

TRIZ

DOE

Taguchi robustParameter design

ToleranceAnalysis

Monte Carlo

simulation

Pilot test

Process FMEA

Process Capability

Process Stability

Reliability Study

Approach to Design for Six Sigma



51/69


RESEARCH & DEVELOPMENT

Prototyping of new product or building of new equipments

SOFTWARE DEVELOPMENT

Internal Creation of Software (Intra & Inter) Modules

HEALTHCARE

Launching of New Drugs or Medical Devices

OPERATIONS & SHARED SERVICEBusiness Process Reengineering of Scope of Work and Processes

of Operations, Recruitment, Training, Facilities Management,

Engineering, Finance, Procurement

Approach to Design for Six Sigma



52/69


Rationale:

A methodology for providing a

STRUCTURED APPROACH towardssolution generation through usage of

PATTERNS FROM INVENTIONStaking their similarities on human thinking

habits, objects inherent attributes and available

science.

Structured Innovation



53/69


TRIZ IS A RUSSIAN ACRONYM FOR

Teorija Rezhenija Izobretatelskih Zadach

Founded and developed by Genrich Altshuller

who believed that:

INVENTIVENESS and CREATIVITY can be

learned through a collection of

assembled techniques obtained from

past inventions that make use ofcommon sense, logic and sciences.

TRIZ: Theory of Inventive Problem Solving



54/69


Inventive Principle: UNIVERSALITYTo make use of one element serving multiple functions.

Swimming goggles with music

(MP3) player. For swimmers

who spend hours just to do5000-meter lap of exercise

may appear to be boring. So,

embedding MP3 player to the

swimming goggles make the

exercise more fun and lively!

Inventive Principle Example



55/69


Your Brain is much better than you think.

The TWO FLAWS on the concept ofINTELLIGENCE.

Idea that intelligence is fixed at birth and immutable.

Commonly held concept that intelligence is the idea that the

verbal and mathematical reasoning skills measured by IQTests are the ultimate criteria of high intelligence.

Guide to Innovative Thinking


S D Vi i P i i l


56/69


Seven Da Vincian Principles

CuriositaAn insatiably curiousapproach to life and an

unrelenting quest for

continuous learning

Dimostrazione Sensazione

Sfumato Arte/Scienza Corporalita

Connessione

Commitment to testknowledge through

experience and

learning from mistakes

Continual refinementof the senses as a

means to enliven the

experience

Recognition &

appreciation for the

interconnectedness of

all things

Willingness to embrace

ambiguity, paradox and

uncertainty

Development of the

balance between

science and art; whole-

brain thinking

Cultivation of grace,

ambidexterity, fitness

and poise



57/69


Seven Da Vincian Principles used in IMAGINEERING

Supports the Problem Solving paradigm of Six Sigma under the

Solution Formulation Phase

Used in Design for Six Sigma in Reengineering Processes and in

Redesigning a Product or Service

Promotes OUT-OF-THE-BOX thinking among professionals byproviding a formal structure for creativity and innovation instead

of relying on serendipity

We cannot wait for another EUREKA to come!



58/69


In Enterprise Quality, it is not a requirement to be a STATISTICS ,

ENGINEERING or a MATHEMATICS major...

Who we need are manufacturing professionals, IT developers,

testers, individuals from telecommunication, HR, healthcare,

managers, customer support agents...

WE BUILD A QUALITY COMMUNITY , people from diverse

functionalities to speak one language about QUALITY

MANAGEMENT.

Quality is not built in one function alone, it is ingrained in us all.



59/69


Functional Roles in Lean and Six Sigma

This 5-Training Day Certification Program that is designed to obtain a tailor-fitunderstanding as to how Toyotas mechanism can be applied to other verticals of

manufacturing such as: Semiconductors, Food, Consumables, Electronics, Clothing,

Publishing, Fuel, Pharmaceutical and more.

Certified Lean Change Agent for Manufacturing

Certified Lean Change Agent for Service

This 5-Training Day Certification Program is designed to cater to the strategic role of

executing process improvement through Lean & mapping the Body of Knowledge

towards the needs of Service Areas such as: IT-enabled sectors, Telecommunication,

Business Process Outsourcing, Banking & Finance, Government, Back-Office Processing,

and more.

ean

Requirements for Certification:Obtain the body of knowledge through attendance to

5-training days and passing the comprehensive exam.

Submission of 1 Lean Project which can be guided by

the tutor during the pace of the project.


F ti l R l i L d Si Si


60/69


Functional Roles in Lean and Six Sigma

This 10-Training Day Certification Program is designed to develop the Green Belt role

of leading a Six Sigma project. Such leadership shall encompass mastery of Six Sigmaroadmap (Define-Measure-Analyze-Improve-Control), adeptness in arriving at the core

reason of the problem and ability to mobilize people for change and sustenance.

Certified Six Sigma Green Belt

Certified Six Sigma Black Belt

This 20-Training Day Certification Program is designed to develop the Black Belt role of

handling multiple Six Sigma projects, program governance and organizational assessment

towards Six Sigma maturity. The Black Belt acts as a mentor of the Green Belts whichexplains the intensiveness of the Black Belts curriculum in the analytics and knowledge

on other Enterprise Quality models such as Design for Six Sigma, Lean and Innovative

Thinking.

ix Sigma

Requirements for Certification:

Obtain the body of knowledge through attendance to training

days required for Green Belt/Black Belt and passing thecomprehensive exam.

Submission of Six Sigma Projects (1 for GB, 2 for BB) which can

be guided by the tutor during the pace of the project.


Wi h ll h d l i


61/69


Certified SixSigma Green Belt

Certified SixSigma Black Belt

Certified Lean ChangeAgentfor Manufacturing

Certified Lean ChangeAgentfor Service

With all these model-centric

certification programs, aiming to

specialize in its own chosen

enterprise quality model, Is there

a specific program that willcommence learning on

ENTERPRISE QUALITY as a

whole, which will aid me in

determining the pathway of my

organization towards Quality

Maturity?

Certified ENTERPRISE QUALITYProfessional


Certified ENTERPRISE QUALITY Professional


62/69



Upon completion of this 15-Training Day Certification program, an

individual shall obtain a holistic understanding of quality-centric

frameworks and build a custom-fit roadmap that will synergize to the

organizations strategic goals. This will carry further in the formation ofunderstanding towards tools and techniques for metrics building,

problem solving and ideating for innovation.

Level 01: Do we know the value of what we are providing?

Level 02: Have we made our processes repeatable and consistent to achieveits goal?

Level 03: Were the repeatable processes within the enterprise beendefined and compliant with subjected regulations?

Level 04: Does the enterprise use a factual-based approachtowards managing customer & processperformance?

Level 05: Is the enterprise equipped with the rightDISCIPLINE and THINKING PATTERN to

sustain and leverage performance by continualimprovement and innovation?

The Value of a Certified

Enterprise Quality

Professional is to be equippedwith the HOLISTIC

understanding of Quality

Management thus can gauge

the appropriate Quality

initiatives or programs needed

for a process division or, forthe whole enterprise.



63/69



Has the Ability To:

Act as an Internal Quality Consultant or a Quality Professional who can gauge

the suitable Quality model need for the organization and how to govern it

Serve as an Internal Quality Auditor to determine compliance to Quality

Management System

Build, optimize and analyze metrics that will reflect the right customer

requirements, customer perception and process-centric performance indices

Work on Continuous Improvement and Innovation Projects while using the

suitable core tools for analysis and management techniques for mobilizing

change



64/69



Can be the starting point for:

Lead Auditor Certification for various management systems such as ISO

9001:2008 (QMS), ISO 27001 (Information Security and Management System),

ITIL, CMMi, COPC and more.

Lean Certification for Manufacturing and Service

Six Sigma Certification for Black Belt and Green Belt

While these higher certification programs need not require Enterprise Quality

Professional certification as a prerequisite, CEQP is beneficial towards building a

macro-appreciation to the whole ENTERPRISE QUALITY Track before specializing on a

specific quality model.



65/69


Competence Development for Enterprise Quality

*Understanding Fusion

of Enterprise Quality

Models

* Diagnostics on Quality

Maturity

* Quality System &

Auditing

* Balanced Scorecard

* Customer SatisfactionIndex

Statistical Inferencing

for Advanced Data

Analysis* Lean and Value Stream

Mapping Techniques

* 5S and Visual Process

Controls

* Poka-Yoke Approach

*Workload and Capacity

Leveling

Quality Fundamentals

& Gauging Quality

Maturity

Six Sigma DMAIC

Approach

Advanced Data Analysis

& Lean Tools &

Techniques

CERTIFIED ENTERPRISE QUALITY PROFESSIONAL

CERTIFIED LEAN SIX SIGMA GREEN BELT



66/69


Certification Requirements

Requirements for Certification

100% Attendance on theIntegrated 15-Day Training Comprehensive Diagnostics:

Passing Rate 60%

Certified Enterprise

Quality

Professional

Upgrade to Lean Six Sigma

Green Belt

100% Attendance on Additional 3-Day

Training Comprehensive Diagnostics: Passing

Rate 60%

Completion of (1) Lean Six Sigma

Project within one year



67/69


14th Business Principle of THE TOYOTA WAY

Become a Learning Organization through relentlessreflection (Hansei) and Continuous Improvement (Kaizen)

Source: Jeffrey K. Liker. The Toyota Way. McGraw-Hill Companies, Inc.



68/69


References:

A Dual Concept for Long Term Success. Fritz W. Weigang, Institut fur Qualitatsmanagment. ASQ Six

Sigma Forum Magazine.

ISO 9001:2008 Quality Management System Requirements

Robert S. Kaplan & David P. Norton. Balanced Scorecard. Harvard Business School Publishing

Corporation.

Robert S. Kaplan & David P. Norton. Strategy Maps Converting Intangible Assets into TangibleOutcomes. Harvard Business School Publishing Corporation.

Michael J. Gelb. How to Think Like Leonardo Da Vinci. Dell Publishing. Random House, Inc.

Jeffrey K. Liker. The Toyota Way. McGraw-Hill Companies, Inc.


DIGILEAF INC


69/69

Understanding the Fusion of

Enterprise Quality Models

DIGILEAF INC.Leading Excellence Among Fellows

DIGILEAF INC.All Rights Reserved.

Contact Information:

DIGILEAF INC.

Suite 2-B Basic Petroleum Bldg., C. Palanca St., Legaspi

Village, Makati City, Philippines 1229Contact Number: (02) 864-0403, (02) 864-0596

E-mail: [email protected]

Website: www.digileaf.com

01 understanding the fusion of enterprise quality models_ceqp

Documents