25 Mar 10 – WDM 204 – Session Two
Today’s Topics
Learning Objectives
Organizational Issues Affecting Quality
Key Quality Definitions
Keys to an Effective Quality System
Quality System Tools Overview
Breakout Session – Defining a Quality System
25 Mar 10 – WDM 204 – Session Two 4
Learning Objectives
In this class, students will learn the how to develop a structure and process for continuous quality improvement (C.Q.I.).
The class will understand the challenges essential to effective C.Q.I., and learn the potential solutions. Practical tool(s) will be provided.
They will demonstrate their learning by in class discussion of workplace experiences, and group discussion of case studies.
Additional reading reference(s) will be provided.
WDM 204: Continuous Improvement
Understanding Quality - Part TwoThe Application of Quality in the Modern Workplace
Managing Quality Improvement
25 Mar 10 – WDM 204 – Session Two 6
What Issues Do We Face?
Greater internal demands on performance?
Fewer resources?
Greater reliance on suppliers?
Increased use of computer systems?
More demanding customers?
25 Mar 10 – WDM 204 – Session Two 7
Conflicting Organizational Metrics?
Cost – why does this get the most attention?
Speed – is this only a capacity issue?
Quality – control by the process user?
25 Mar 10 – WDM 204 – Session Two 8
Are Our Systems More Complex?
Current StateCurrent State
Handling –EH&S
Turnbacks –Product
Excess steps –Business
Skill gaps –People
Leadtime -Delivery
25 Mar 10 – WDM 204 – Session Two 9
Do You Have Time to Improve?
I haven’t got the time to try anything new!
I haven’t got the time to try anything new!
25 Mar 10 – WDM 204 – Session Two 11
Define “Improved?”
Ultimately, “Stakeholder Satisfaction” is your metric– how can you measure that?
What metrics support “Stakeholder Satisfaction?”– how do you get there?
25 Mar 10 – WDM 204 – Session Two 12
Leading vs. Lagging Metrics
“Great Cookies!”
Delivered Hot
Delivered Fresh
Good Price
Packed @ 110°F
Thermal Packed
Multiple Trucks
Shipped Hourly
High Volume
Low Margin
Packed in 5 Min.
Containers Ready
Loaded in 10 Min.
“Leading” “Lagging”Are “key drivers” lagging or
leading metrics?
25 Mar 10 – WDM 204 – Session Two 13
So What Kind of C.Q.I. System Is Required?
Mission Statement,Goals & Objectives,
Key Metrics
Current State: What is our Mission? Where is our business starting this year? What metrics are important to us?
Future State: What is our Mission? What Goals have we set for the year? How will we measure that success?
Gap Analysis: What will it take to achieve the Future State? What may be preventing us from doing so?
25 Mar 10 – WDM 204 – Session Two 14
So What Kind of C.Q.I. System Is Required?
Quality Tools
Simple
Universal
Scalable
Visual
Data driven
Focused on key metrics:– speed,
– quality
25 Mar 10 – WDM 204 – Session Two 15
Small, Positive Doses
Help others learn from mistakes, and not be afraid of them.
Recognize development efforts, not just results.
People master tasks in small steps. Find the most important one for each team member to focus on first.
Be a role model in accepting feedback, and exhibiting desired behaviors. Role play with them!
25 Mar 10 – WDM 204 – Session Two 16
So What Kind of C.Q.I. System Is Required?
People & Processes
Driven by people doing the work
Respectful of their experience
Motivational
Sustainable
25 Mar 10 – WDM 204 – Session Two 17
It’s This Simple*…
Increase an individual’s accountability for their work by removing some controls.
Give people responsibility for a complete process or unit of work.
Make information available directly to employees rather than sending it through their managers first.
Enable people to take on new, more difficult tasks they haven’t handled before.
Assign individuals specialized tasks that allow them to become experts.
* see recommended reading article
25 Mar 10 – WDM 204 – Session Two 18
So What Kind of C.Q.I. System Is Required?
Stakeholder Feedback
The ultimate measure of success
Internal and external customers
Relationship based on “data”
Creating a “win/win” partnership
25 Mar 10 – WDM 204 – Session Two 19
Quality Improvement System Tools
We need tools – a common language – to tell us:– where we stand versus our competition? (S.W.O.T.)
– what do we need to work on (Impact/Maturity Matrix)?
– how are we doing things now? (Process Mapping)
– what we need to do our job? (S.I.P.O.C)
– why isn’t it working? (Root Cause Analysis)
– how can we best do our jobs? (Standard Work)
– what do our stakeholders think? (Stakeholder Feedback)
25 Mar 10 – WDM 204 – Session Two 20
S.W.O.T. Analysis
Useful for understanding your overall business “current state”– Strengths: what do you do which is
superior to your competition?– Weaknesses: what do you do which
is inferior to your competition?– Opportunities: what don’t you do
that would increase your “market share?”
– Threats: what do others do which may take away from your “market share?”
25 Mar 10 – WDM 204 – Session Two 21
Impact Maturity Matrix
Useful for targeting your improvement efforts:– which processes are most important (impact)?
– which processes need the most work (maturity)?
Less Process Maturity
Mo
re P
roce
ss I
mp
act
B
A
C
D
E Most Important, Least Mature
Process
25 Mar 10 – WDM 204 – Session Two 22
Process Mapping
Useful for understanding what truly happens, and seeing opportunities for improvement:
Intake
Processing
Billing
No
Yes
25 Mar 10 – WDM 204 – Session Two 23
S.I.P.O.C. Analysis
Useful for understanding what you need from another organization:– Supplier: who gives you the “stuff” you use in your
process?
– Inputs: what is that “stuff,” in terms of a measurable need?
– Process: what do you do with that “stuff?”
– Outputs: how does the customer of your process measure your “stuff?”
– Customer: who uses your “stuff” in their process?
Supplier Input Process Output Customer
25 Mar 10 – WDM 204 – Session Two 24
Root Cause Analysis
Find out why errors occur, to fix them once and for all:
UndesirableResult
Methods
Sub cause 1
Measurement
Sub cause 2
Material
Sub cause 3
Machine
Sub cause 4
Environment
People
40.00
70.00
90.00
100.00
Cause and Effect
# E
rro
rs
Sub cause 4 Sub cause 3 Sub cause 2 Sub cause 1
100
50
0
100%
50%
0%
Why?
Why did that occur?
Why did that occur?
25 Mar 10 – WDM 204 – Session Two 25
Standard Work
Determining the best way, and letting everyone know how it is done
25 Mar 10 – WDM 204 – Session Two 26
Stakeholder Feedback
Objective opinions with agreement to improve
Internal as important as external
Four key areas:– Quality
– Delivery
– Responsiveness
– Overall
What would “world class” look like?
25 Mar 10 – WDM 204 – Session Two 27
What Do You Think We Need?
Mission Statement,Goals & Objectives,
Key Metrics
Quality Tools
People & Processes
Stakeholder Feedback
25 Mar 10 – WDM 204 – Session Two 29
Measure Speed to
Finish
Breakout Session – Designing a C.Q.I. System
1) Individually use “stickies” to make your list – one idea per sticky
2) Discuss as a team
3) Group by C.Q.I. element
4) Report out
Celebrate Group’s Success
Metrics Tools Processes Feedback
Give Feedback on Goals
Survey the Billing Group
Measure Speed to
Finish
Measure Speed to
Finish
Measure Speed to
Finish
Measure Speed to
Finish
Give Feedback on Goals
Give Feedback on Goals
Give Feedback on Goals
Give Feedback on Goals
Survey the Billing Group
Survey the Billing Group
Survey the Billing Group
Celebrate Group’s Success
Celebrate Group’s Success
Give Feedback on Goals
Give Feedback on Goals
Give Feedback on Goals
Give Feedback on Goals
Give Feedback on Goals
Measure Speed to
Finish
Measure Speed to
Finish
Measure Speed to
Finish
Measure Speed to
Finish
1)
3)
25 Mar 10 – WDM 204 – Session Two 31
Personal Practicum ChecklistProject Charters
What do I need to know to try this at work?
When before the next class will I try?
What is my greatest concern in doing so?
25 Mar 10 – WDM 204 – Session Two 32
Discussion of Personal Practicum Checklists
Any questions on the how?
Let’s hear a couple of examples of the when?
Let’s hear a couple of examples of concern?
Let’s practice working through those concerns…