quality tooltechnique 2007

7/30/2019 Quality Tooltechnique 2007

http://slidepdf.com/reader/full/quality-tooltechnique-2007 1/14

Comments on the state of affairs in business, organizations, academics, process improvement, quality, education,

government, etc...

TUESDAY, DECEMBER 15, 2009

2010 Corporate Quality Business Plan Goals & Objectives

Have you done your Strategic Planning for 2010? If not, hope the following

plan will ease some of your pain.

I have received Email requests over the years asking what should go into a

Corporate Quality Business Plan. It would be my hope that one would not

be necessary because quality is engrained within the company and there is

not a seperate quality department.

Unfortunately I know this is not the case in many companies and for those

who have no Quality Initiative in place perhaps this example can serve as a

model.

So I will provide an example Corporate Quality Business Plan in Stages as

they are being developed. I will use 2010 in my example of a company

called "qualityg National Operations." The most important part of a Quality

Plan is that it is integrated with the overall company strategy. All CQ goals

must lead to accomplishing company goals and objectives.

This example also can serve as a model for any department.

I hope you will be able to use the following model as a starting point for

your own quality initiatives -- qualityg

Dilbert by Scott Adams says it best (Click on Pic to Enlarge).

qualityg’s CORPORATE QUALITY SERVICE

2010 BUSINESS PLAN

EXECUTIVE SUMMARY

The qualityg Corporate Quality Service 2010 Business Plan format has

been developed to provide guidance and support to organizational

strategies and ensure execution of the leadership platform necessary for

our success. The plan is divided into two parts:

Part 1- Corporate Quality Service Objectives for 2010

Part 2 -National Leadership Team Strategic Quality Objectives for

2009

2010 promises to be an exciting and challenging year for the qualityg

Corporate Quality Team. With the rapid changes in business, technology

and competition, it is vital the Corporate Quality Organization directly

supports National Operations and partner with other all out internal

departments (e.g., Customer Services, Engineering, Operations, MIS,

Finance, etc.). Our focus will be to work with these various groups and

leaders in defining a total quality system that fits the business needs and

Navy Army vs (2)

Autism- ASD

Spectrum Disorders

(22)

WisdomConventional

(36)

Customer (46)

ControlDocument (1)

W.EdwardsDr

Deming (56)

Mentor Dream (9)

education (138)

ObjectivesEmployee

and Goals (15)

BasketballGirls (10)

Government (32)

Leadership (116)

Misc (40)

Planning (24)

ImprovementProcess

(6)

Quality (61)

Quality

Tool/Technique (52)

AnalysisSIPOC (17)

Demise of The

American

Management (45)

CLICK ON LABELFOR ALL POSTS FORTHAT SUBJECT

Thank You for for

accessing my Blog.

Please come again.

If you would like to

see my posts by

subject matter please

click on the labels

below.

WELCOME

FOLLOW BY EMAIL

Email add Submit

qualityg says

It's about the

message, not the

messenger. It's about

asking questions, and

by what method youcame up with for your

conclusion. If you

would like to contact

me for more

ABOUT ME

Search

SEARCH THIS BLOG

► 2013 (9)

► 2012 (25)

► 2011 (20)

► 2010 (18)

▼ 2009 (26)

▼ Dec 2009 (3)

2009 Most

Searched

Upon Topics

2010 Corporate

Quality

Business Plan

Goals &Objec...

Employee Goals

& Objectives

&

Performance

Appraisa...

► Nov 2009 (4)

► Oct 2009 (1)

► Sep 2009 (1)

► Aug 2009 (1)

► Jul 2009 (2)

► Jun 2009 (3)

► May 2009 (2)

► Apr 2009 (4)

► Mar 2009 (4)

► Jan 2009 (1)

► 2008 (49)

► 2007 (70)

► 2006 (73)

► 2005 (54)

RECENT POSTS &

BLOG ARCHIVE

Cursive

Writing

should

be

taught in

Art Class

POPULAR POSTS

0 ጨምር ቀጣይ ጦማር » ጦማር ፍጠር ግባ

of 14qualityg says ...: 2010 Corporate Quality Business Plan Goals & Objectives

6/13/2013http://qualityg.blogspot.com/2006/11/quality-tooltechnique-2007-qg.html



strategy of the corporation to insure we accomplish our role in business to

build, provision and maintain our products and services. Using this

approach, the quality team will consult and advise senior leaders in

strategic planning, implementation, assessments and process improvement

activities.

We will accomplish these goals by directing our focus on improving the

customer experience by driving standardization and excellence in all our

critical functional activities and processes. This will be executed by

developing strategies that:

· Create an organization that understands the customer and is willing to

adapt our process to meet or exceed customer expectations.

· Educate employees on how their roles and actions fit into the companies

overall structure for system optimization.

· Continue to drive the Operational Review as a value-added process.

· Reduce cycle times (order flowthrough).

· Improve standardization of activities and processes.

· Reduce National Operational expenses.

· Eliminate non value-added activities and rework.

· Reduce defect rates across Network.

· Support Corporate Quality Initiatives.

We will be successful by assuring that we meet and exceed our goals and

objectives for Service Improvement and Customer Preference/Retention.

We want our company to be the company of choice for our customers. We

will keep our promises!

The Corporate Quality Team will focus on:

● Quality Assurance,

● Problem identification, resolution and prevention,

● Continuous process improvement, and

● Improving the customer experience.

Delivering on this approach is essential to the overall strategy for 2010 andbeyond. The reality is we must consult and advise our internal customers in

using quality principles and techniques effectively; employees must gain

practical experience in applying quality methods in their daily work. The

continued integration between internal departments is a critical factor that

must be supported so that our operating styles, and cultures can be

transformed into one for the benefit of our customers. Emphasis will be on

the following items:

· Providing consultation and workshops on performance excellence and

techniques.

· Conduct Just In Time Quality Training.

· Establishing customer and corporate specific process measures and

goals.

· Conducting Operational Reviews with timely and cost effective

resolutions.

· Documenting and analyzing Operational Review data for continuous

process improvement value added activities.

· Be the catalyst for communicating downstream operational problems to

the process owners for driving upstream process improvements.

· Assist in streamlining our most critical customer affecting processes.

· Own internal/external customer feedback measurements that drive our

decision- making policies.

· Increasing our understanding of competitive information and benchmark

“best in breed” practices to determine gaps in existing processes and

procedures.

· Continue to support ISO 9000 compliance as required (e.g., where/if

required).

By concentrating on these strategies we will derive the following benefits:

· Meaningful measures that support unit and corporate goals.

· Systemic identification and removal of root causes to problems identified.

information or to set

up a call please Email

me at

campbellcms@yahoo.

com

View my complete

profile

Share this onFacebook

Tweet this

View stats

SHARE IT

2010 Corporate

Quality Business Plan

Goals & Objectives

"Employee Goals &

Objectives for 2008"

2012

Army vs

NavyFootball

Game -

We lose another

friend - Big Ben

4/16/13

Common Sense

Steps to Creating a

Quality Controlled

Document

Employee Goals &

Objectives &

Performance

Appraisals--> Rating

and Ranking Team

Members - I Win YouLose?

MEMOR

IAL DAY

– WWI –

POLAR

BEAR +

WWII

PARATROOPER +

VIETNAM - MARINE

Governo

r Snyder

-

"Dashbo

ard

Metrics" - HUH!

Patienc

e My

Ass ...

Cost of

Poor

Quality -

An

Exampl

e





· Clarification of work activities.

· Value added decision-making based on data and facts.

· Prevention of problems especially in design processes.

Our ability to assist in delivering excellent service will depend on our

commitment to develop defect-free customer service. This will be

determined by working with the appropriate departments and work groups

to establish monitoring metrics like availability, reliability, error free new

builds, rapid provisioning (defect free order flowthrough) and timelyresolution of customer problems.

By conducting a systomatic disciplined approach to our work and providing

consistently of purpose for our entire team, the qualityg Corporate Quality

Team will also focus on five key dimensions and one “Common Goals” for

success:

1. Customer Satisfaction is comprised of all the methodologies required

to meet or exceed customer expectations and set the directions, which

ensure intimacy and customer satisfaction. This section will establish and

set measures of quality required to address customer issues and create the

benchmarks needed to ensure customer preference.

2. Employee Value - as we continue to be a major player in this

competitive market, it will be essential for all our employees to continually

improve and excel in their work functions. It is leadership’s job to enlighten,

enable, empower and encourage the behavior that drives Operational

Performance Excellence and Customer Satisfaction. Employees must

understand their roles and responsibilities and be aligned with qualityg’s

business strategies and embrace the characteristics that enable us to be a

major player in our industry. Consistent execution in a rapidly evolving

industry will be key to our success.

3. Financial competitive challenge will continue to put pressure on our

revenue growth throughout 2010. In order to maximize short and long term

profitability, expense reduction and business growth, we must continue to

invest in capital to grow revenue with established customers and improvegross margins by assisting in increasing our customer base. We must also

manage our metrics and defend our current revenue stream from

competitors. It is clearly the responsibility of all employees to aggressively

increase our service productivity while reducing our expenses. Corporate

Quality will demonstrate cost savings by conducting value-added

Operational Reviews that will achieve avoidable costs (e.g., rework,

defectives, non value-added activities, non-standardization, etc.) that will be

eliminated through prevention and root cause analysis. Corporate Quality

will assist in obtaining additional sales and retention of existing customers

through customer specific programs. This will be accomplished while

staying within all budget parameters during 2010.

4. Quality Management will be systemically integrated throughout the

Customer Satisfaction, Employee Value and Financial Objectives. Our roleas quality leaders must be to maintain and continue to view quality as an

integral part of our day to day operations and the foundation that supports

the other key dimensions. This ensures a concentrated focus on quality

leadership and spans all aspects of quality, including training; execution,

strategies, tactics and other activities designed to measure customer

satisfaction and continuous improvement. In addition, as quality assessors

we will provide value-added reviews that lead to improved operational

performance of our nodes, switches and other facilities.

5. Community Involvement is an integral part of our 2010 strategy and will

be utilized in Corporate Quality to demonstrate our added value to the

communities and cities where we operate and live. Corporate Quality will

develop specific plans, which will demonstrate how we enhance the value

of our company in the community.

Values: Our Common Goals. Corporate Quality Service commits to the

following values to guide our decisions and behavior:





· Respect for employees

· Dedication to helping customers

· Excellence of standards for integrity

· Teamwork

· Innovation

By executing these values, Network Operations strives to set a standard of

excellence as a customer-focused team that will reward our customers,stakeholders, and all of our employees.

PART 1 – CORPORATE QUALITY SERVICE

CUSTOMER Satisfaction

Corporate Quality’s Customer Satisfaction goal is to be highly valued by our

customers for consistently providing world-class service through a team of

capable dedicated professionals.

Customer Satisfaction is the single most important differentiator in our goalto be “simply the best” in 2010 and beyond. Led by each manger, we can

positively impact the results and the objectives of our business plan.

Customer Satisfaction is a strategic initiative and the corner stone of our

competitive advantage in the marketplace.

Exceeding our customer’s expectations means we must change the

relationship we have with our customers. This means by continually

partnering with all customers to establish and manage a clear

understanding of their needs, which will strengthen our relationships with

our clients.

GOAL: To establish the value of Corporate Quality Service throughout our

company with all other client facing organizations.

Strategies /Tactics:

1) Train on Performance Excellence and Process Management throughout

National Operations.

2) Support and assist in Company Programs.

3) Design, implement, monitor processes, and develop feedback and

measurements designed to calibrate performance relative to improving the

customer and supplier experience.

4) Develop mutually agreed to milestones and quantify these as much as

possible.

5) Work with all qualityg departments to develop and execute plans which

protect the embedded base of services and position new offers.

6) Document and communicate achievements via the Intranet and other

communications vehicles.7) Manage National Operations role in Operational Reviews including follow

up and resolution of outstanding issues.

8) Continue to conduct internal Supplier Support (e.g., Engineering, HR, IT,

etc.) meetings using data obtained from Quality Operational Reviews.

9) Attend and consult on Performance Reviews with responsible National

Operations (N.O.) Management to identify process improvement

opportunities.

10) Partner with external customers (i.e. Acme) to share and meet their

respective quality goals and standards.

Objectives:

1) By the end of 1st quarter 2010, have a process in place to ensure

communications and feedback via Webmaster strategic responsibilities for

Corporate Quality and National Operations.

2) By the end of 2nd quarter, establish a Best Practice process for Quality

Operations Reviews that can be leveraged nationwide and manage their

communications for continuous improvement.

3) By year-end conduct Performance Excellence and Process Management





Awareness to all major National Operations cities.

4) Continue to establish a quality partnership with Acme (Preferred

Supplier) to share and meet their quality standards and goals.

5) Continue to partner with Manager of Quality Operational Reviews to

support and assist in city operational review process.

6) Continue to share Operational Review data and analysis with

appropriate departments (e.g., Engineering, HR, Engineering, Operations,

etc.) to insure Operational Performance Excellence.

GOAL: Support field organizations to achieve an exceptional rating in all

categories of the company Employee Satisfaction Survey.

Strategies / Tactics:

1) Ensure company awareness of the Employee Satisfaction survey results.

2) Have a joint meeting between C.Q. and respective leadership teams to

discuss survey results and opportunities for improvement.

3) Assist appropriate leaders within National Operations in developing

action items for improvement opportunities.

Objectives:

1) Throughout 2010, conduct an analysis on each employee trend survey

and ensure distribution to the National Operations Leadership Team.

2) Provide analysis and feedback on the Employee Trend Survey byidentifying the strengths and weakness to the leadership team.

Dr. Deming said “It will not be enough to have employees who are merely

satisfied. Satisfied employees will depart, for no good reason, just to work

somewhere else. Success and growth come from employees who boast

about our company. The loyal employee requires no rewards or other

persuasion, and he/she convinces other employees to remain.”

Ownership: Corporate Quality Service is responsible for the design,

enhancement, execution and communications of the employee survey.

Corporate Quality is responsible to assist National Operation’s leaders for

the development of action plans for improvements based on the survey

results.

GOAL: Attain World-Class status with our customers by continuously

improving our employee processes and procedures.

Processes are the systems of tasks, work flows, information exchanges,

people and technology that create value for National Operations employees

that are required to differentiate our service from our customers.

Key customer processes include a systemic end-to-end perspective that

develop, produce, distribute, and support the primary products or services

of National Operations. They form the strategic capabilities that enable the

business and empower our employees to compete effectively.


1) Assist N.O. Leadership Team in prioritizing core customer affecting

processes.

2) Assist N.O. Leadership Team in identifying process owners for all

customer-affecting processes.

3) Corporate Quality supports appropriate Process Owner by:

- Defining process and identifying customer requirements

- Defining and establishing measures

- Conducting “Gap” analysis based on customer requirements

- Conducting Root Cause Analysis to identify opportunities for improvement

- Prioritizing opportunities for improvement and create action plans for

correction

and prevention

- Monitoring process improvements to maintain gains

- Defining quality and process terms and definitions

- Creating Enterprise Map

- Identifying and defining Process Owners, plus their roles and

responsibilities





Ownership: Corporate Quality Team will support, educate/train Process

Owners and their respective teams in managing and improving key

customer processes upon request or direct them to the company’s Quality

Training Institute.

EMPLOYEE VALUE

National Operations employees are our most valuable resource. CorporateQuality recognizes that our employees are not just the ones who service

our products; they are the ones that can make or break our reputation for

an exceptional customer experience.

These basic strategies, tactics, and objectives will enable us to satisfy our

employees and optimize the net value of each individual. Keeping a primary

focus on Employee Value will require a partnering with Employee Relations

processes (i.e. Employee Survey), practices, and programs needed to

better support our teams. Corporate Quality’s plan will assist in

communicating the goals, strategies, tactics, and the impact of these on our

employees and teams. This Employee Value management transformation

will ensure that we:

- Clearly define, communicate and implement Corporate Quality Plans- Invest in our people with on-going education and training

- Ensure Safety practices are followed (i.e. OSHA Compliance, Motor

Vehicles)

- Empower our teams

- Emphasize recognition

- Communicate often and effectively

GOAL: Corporate Quality Service leadership is responsible to develop and

manage processes that provide the tools, skills and systems required to

allow all employees to do the job right the first time.

Strategies/Tactics:

1) Review our own leadership style.

2) Conduct one-on-one and meetings to share leadership expectations.

Objectives:

1) Share C.Q. 2010 business plan with all employees via the face to face

manager/employee meetings we all understand our goals and objectives by

1/31/10.

2) Commit to appraisals of individual performance of team members and

communicate the company Career Planning Process throughout 2010.

3) Each manager completes career-planning worksheet by 4/1/10.

Ownership: Corporate Quality Service Leader will manage appraisals and

a sincere interest in the employee’s career plans. Each manager will

receive a written appraisal in 2009.

GOAL: EnableCorporate Quality Service team members with the

necessary technical and administrative competencies needed to satisfy our

customers.

Strategies/Tactics:

1) Commit to have all new employees attend Quality Operations Training (1

week) during the first 90 days of employment.

2) Support/encourage Training Department and Health and Safety

Department to provide guidelines (published on Intranet) on Safety (i.e.

OSHA, Motor Vehicles).

3) Maintain an employee skill set for each major job title and training matrix

that addresses the

skills required for the job.

4) Training attendance for employees and their managers will be measured

and reflected in

performance appraisals. A guideline of 6 days for all employees has been

reflected in 2009 training budgets.

5) Managers should develop and implement plans for cross training.

6) Update all training records with Corporate Training at least once a year.





Objectives:

1) Ensure new employee attendance at new employee Orientation.

2) Develop and document a training program for each Quality Manager.

3) Ensure all employees have a required skill set list developed. This list

should address the

primary responsibility of the employee and note the required skills

necessary to perform their

Function.

4) Attend Employee Relations and Diversity training as required by HR in2010.

Ownership: Corporate Quality will supply Employee Relations and Health

and Safety with pertinent information.

GOAL: To provide leadership and direction incorporating the goals and

tasks of Environmental, Health, & Safety (EH&S) within National

Operations.


1) Develop & Implement Safety Prevention Control and Countermeasure

(SPCC) plans for each of our departments.

2) Identify the Field Safety Coordinator (FSC) for every business operation.

3) Require each FSC attend the 2 day Safety Coordinator Training Program

developed by EH&S that defines their responsibilities and duties.4) Establish the EH&S Awareness for Managers training sessions and the

Safety Answers for Field Employees (SAFE) course.

Objectives:

1) SPCC plans must be completed to EPA requirement levels for each N.O.

city by end of 1st quarter 2010.

2) Request city operation leadership provide Corporate Quality with the

local FSC for each city within their regions by the end of 1st quarter 2009.

3) Have each FSC complete the Safety Coordinator Training Program by

year-end.

4) Have all departmental employees complete the appropriate awareness

and training courses by year-end.

Ownership: qg Corporate Quality Team will provide leadership anddirection incorporating EH&S programs within National Operations.

Corporate Quality will act as the single point of contact for any program or

task EH&S wants to establish within National Operations.

GOAL: Develop and execute a well-defined Employee Recognition

Program that supports the Corporate Common Goals by celebrating team

and individual accomplishments.

Strategies / Tactics:

1) Clearly understand, communicate and execute the company Recognition

Policies.

Areas to recognize are:

A) Accomplishments

B) Common Goals

C) Quality Results

D) Customer Care

E) Superior service at the lowest unit cost

Objectives:

1) Assist in ensuring that all managers are aware of the company

Recognition Policies.

Ownership: Each Quality Manager is responsible for assisting appropriate

leadership teams in implementing a recognition program on a local level

that aligns and supports corporate objectives.

GOAL: To establish a framework for communicating accurate information

in a timely and consistent manner to and from all members of the

organization.





Corporate Quality will provide information on quality matters impacting the

workplace and the customer we serve.

Strategies/Tactics:

1) Corporate Quality will work with the appropriate managers to stress

consistent communications within the company.

2) Management needs to develop a set of formal and informal

communication strategies that afford the team with an effective

communications loop.3) Where appropriate, respect the need to protect sensitive, proprietary

information.

Objectives:

1) Corporate Quality will manage its Web Site, and assist the departments

as required.

Ownership: Corporate Quality Leadership is responsible for local staff

meetings and the communications plan. Corporate Quality will assume

ownership for its respective web sites.

FINANCIAL MANAGEMENT

Rapid changes will impact Corporate Quality by requiring the need to

develop strategies and tactics to redesign our production process and our service delivery platform. Each manager will take an active role in

impacting the revenue base through quality methods and continuous

improvements to achieve a competitive advantage and increased customer

preference and retention. In concert with existing revenue and expense

management tactics, Corporate Quality will partner with National

Operations Departments in their efforts to develop a more effective means

of calibrating business expenses.

GOAL: Use sound financial management to meet 2010 budget goals:

Strategies/Tactics:

1) Track all expenses on a monthly basis and share results with team

members.

2) Document and monitor cost reduction efforts for more effective budgetmanagement and/or

budget under-runs.

Objectives:

1) Meet or improve all budget commitments with monthly measurements.

2) Document Cost of Quality savings to Finance through Quality initiatives

(e.g., Operational Review findings, Supplier Partnerships, Quality Action

teams, etc.). Assist in the revenue growth by partnering with Acme

(Preferred Supplier) in their quality initiatives.

Ownership: Corporate Quality Leadership is responsible for monthly

management and reports for all financial commitments.

GOAL: Institutionalize a Cost of Quality management philosophy that will

enable the appropriate Leadership Team to measure and continuously

improve productivity and cost efficiencies.

All work that is not essential to customer quality or corporate objectives is

cost-of-quality work. Additionally, any product or service that does not meet

customer expectations results in cost-of-quality work. Corrective and

preventive solutions dealing with these matters are generally referred to as

cost of quality. Cost of quality is the total dollar amount of the related cost-

of-quality work including salary/wages; material and other associated

expenses. For example, the cost of quality for removing a customer

affecting software system includes labor costs for removing the software,

the cost of the software, and the associated processing costs, such as

paperwork and scheduling.

Strategies/Tactics:

1) A unit measure is defined as and has the following qualities:

- Generates a work activity

- Is measurable





- Is transaction based

- Is independently driven

2) Selection of a unit is driven by first identifying our customers and listing

our deliverables.

3) The Maintenance Units of Measure include tickets (switched services

and private line) and

calls. Customer Service units include # of orders, calls, transactions, etc.

4) Establish a transaction time for all measured units.

5) Review and analyze expenditures associated with unit production for improvement opportunities.

Objectives:

1) Support the development of a unit cost budget model based on customer

transaction volumes

and work drivers associated with expenses by the end of 2010.

2) Support the development of a unit cost tracking model to provide useful

financial information

for the Leadership team.

3) Guide Leadership Team in focusing on improving process management

tactics.

Ownership: Corporate Quality will support the unit cost methodologies and

work closely with the Quality Action Teams to identify cost of qualitymeasures.

QUALITY MANAGEMENT

Corporate Quality strategy for 2010, will focus on establishing and

integrating the best quality concepts, and principles and continue to

educate and train our employees in the concepts of process management,

voice of the customer and systems thinking. In addition, Corporate Quality

Managers will begin to introduce as one of our roles the concept of

“Servant Leadership.” The focus for servant leadership will be to share

information, build common visions, self-management, high levels of

interdependence, learn from mistakes, encourage creative input from all

employees and challenge current assumptions and procedures to

determine a more value-added way of doing business.

Our customers are not going to judge us a great Operations Department, or

Engineering Department, but rather they are going to judge us as how well

National operations (all of us) meet/exceed their wants and needs.

We will continue our ISO 9000 compliance efforts as required by corporate

(if required).

To achieve our goal to be a customer focused organization, we will

accelerate our journey to deliver customer value above that of any

competitor. If customer value is defined as a combination of price, quality

and service then quality becomes a lever by which we can differentiate

National Operations to customers.

The Corporate Quality Team is also committed to selecting a staff that has

experience, certifications and application in quality tools and techniques.We are also committed to our own continuous improvement by attending a

minimum of 5 days of quality training per year by attending outside

educational/training forums. The Corporate Quality Team will continue





representing the company to outside quality organizations, academic

institutions and civic organizations.

GOAL: Increase quality knowledge throughout N.O. and establish a

common terminology and methodology.

Strategies/Tactics:

1) Encourage all personnel to attend suggested Quality training at the

company’s School of Business.2) Deliver Performance Excellence Training to major city operations staff.

3) ISO 9000 compliance where required.

4) Begin quality skills transfer to field managers and front-line personnel in

the value of process management and systems thinking by providing

examples and learning at staff and operational meetings.

5) Move quickly and decisively on improvement opportunities.

Objectives:

1) Document plans for local quality/performance excellence training and

overviews in the 1Q10.

2) Conduct Root Cause and Pareto Analysis Workshop as required.

3) Continue ISO 9000 compliance as required.

4) Link Quality Tools and Techniques on the Corporate Quality Web page

by end of 2Q10.5) Assist in educating employees in systems thinking, Process

Management, and Voice of the Customer (VOC) as required.

6) Continue to institute quality measures for each customer affecting

process.

Ownership: Corporate Quality Leadership will coordinate with appropriate

leadership teams to meet their quality education requirements.

GOAL: Manage internal processes and key customer measures of quality

using a standard set of quality tools.

Strategies/Tactics:

1) Ensure appropriate team quality knowledge.

2) Communicate expectations relative to:- Quality Assurance

- Results reporting, tracking and improvement strategies (i.e. Ops Review

Tracking Form)

- Statistical Process Control

- Root Cause and Pareto Analysis

- Process Management and Systems Thinking

Objectives:

1) Continue to develop and publish quality efforts using the Intranet.

2) Continue to focus on collecting and analyzing Ops Review Data for

improvement opportunities.

3) Assist in ensuring that ISO 9000 compliance in maintained at appropriate

sites.

Ownership: Corporate Quality Leader will drive the Quality effort in

National Operations. Corporate Quality Managers are responsible for the

ISO 9000 compliance in 2010.

GOAL: Demonstrate Cost of Quality savings through Quality Operational

Review Assessments and other quality initiatives (e.g., QATs, Process

Improvement Activities, Ad Hoc teams, etc.)

Strategies/Tactics:

1) Corporate Quality Leadership will drive the quality efforts in National

Operations.

2) Develop reporting mechanisms to document quality improvement

activities (e.g., Ops Review) and corresponding cost savings.

3) Replicate and standardize best practices into standard practices in all

NOps locations.

4) Improve functional efficiencies within processes and sub processes that

drive system effectiveness.





Objectives:

1) Deploy Corporate Staff Quality Managers (if applicable) by 2/1/10.

2) Develop standard reporting format by end of 1Q 2010.

3) Continue best practice distribution on the Intranet.

4) Provide monthly reports on cost of quality savings for each month in

2010.

Ownership: Corporate Quality Staff will lead this effort within NationalOperations.

GOAL: Continue to build a world-class quality department.

Strategies/Tactics:

1) Secure membership in accredited organizations (i.e. American Society

for Quality “ASQ”).

2) Attend at least 2 days of quality education.

3) Subscribe to leading quality publications (i.e. Quality Progress, Quality

Digest, etc.).

4) Obtain quality certifications (i.e.Certif ied Quality Manager, Certified

Quality Auditor, etc.).

5) Actively participate in an outside quality initiative (i.e. speaker, academic,

civic, etc.)6) Share quality information learned from outside with rest of quality team.

Objectives:

1) Each Quality Manager to join ASQ by end of January 2010.

2) Attend at least 2 days of quality education and learning by 03/31/10.

3) Subscribe to quality publication by end of 2010.

4) Begin effort to acquire quality certification(s) by end of 2010.

5) Share quality learning and information at regularly scheduled staff

meetings.

Ownership: Corporate Quality Leadership will be responsible for

providing assistance to quality staff and quality managers in regards

to memberships and certifications. Each quality manager is

responsible for joining and attending quality training and organizations. In addition, it is the responsibility for each quality

manager to provide shared learning information and experiences to

the rest of the team.

COMMUNITY INVOLVEMENT

National Operations and Corporate Quality will continue to establish it as an

outstanding corporate citizen in each of the locations where we operate.

This is not only good for business; it is good business. The communities

provide us with our employee base and our current and future customers.

Our image and the image of our employees are greatly enhanced when we

give back to the community in response to what they have given us. There

is a role all employees can take in accelerating public awareness of National Operations as a great company and a great place to work. We can

create value within our communities that extends far beyond the

boundaries of normal marketing and public relations activities.


1) Support normal activities such as Holiday Food Delivery, Focus Hope,

Community "Green" Activity Day, etc.

2) Assist in developing and implementing regional activities designed to

support the local community.

3) Encourage support for any employee involved in local civic, charitable,

educational or other

worthwhile community activity.

4) Actively support National operations charitable contributions.

Objectives:

1) Each member of C.Q. will report on the extent of his or her community

involvement by 12/31/10.





Posted by qualityg says at Tuesday, December 15, 2009

Labels: Customer , Employee Objectives and Goals, Leadership, Planning, Quality,

Quality Tool/Technique

2) Each C.Q. Manager will encourage involvement in community activities

on an ongoing basis.

3) C.Q. will actively support corporate initiatives such as Holiday Food

Delivery, Community Activity Green Day, etc.

Ownership: Each team member of the Corporate Quality Team will

participate and report on their 2010 community involvement activities.

In 2010, the Operations Leadership Team will continue to lead the quality

transformation of National Operations. This team is not another layer of

management hierarchy, but simply an extension of their day-to-day

activities where current functional leaders can work together across

departmental boundaries, to assist in making decisions that will improve the

end-to-end operations in National Operations.

One of the main activities required for the leadership team will be to identify

the end-to-end chain of systemic activities vital to accomplish company

goals, and to ensure that a clear line of accountability has been assigned

across departmental boundaries.

Internal/External customers are a key activity during 2010 and beyond.

The major objectives of the Leadership Team are as follows:

· Review and analyze customer preference and retention data.

· Begin moving from “Hero as Leader to Servant as Leader.”

· Review and analyze company employee survey data.

· Review and analyze competitive benchmarking data.

· Drive quality initiatives into the day-to-day work life of all employees.

· Continue leadership commitment and funding, as required for ISO 9000

compliance.

· Consistent communications of strategic initiatives across the company.

· Identify and appoint Process Owners for critical customer affecting

processes.

· Identify best practices that can be leveraged across the company.

· Invite leading quality speakers to at least two meetings in 2009 for

additional learning on quality.

· Manage best practice processes that can be leveraged across company.

QSA Logo Developed by: MS, JF & qg

9 comments:

Anonymous said...

I really like the fact that you share so much information. It is hard to find

examples of Quality type Material that has practical application.

Most of thge stuff on-line comes wuth a catch.

Regards,

Rashad

7:06 AM





Anonymous said...

I am using your model for 2007 planning. Will your example be done

soon?

Regards,

Remar

7:07 AM

qualityg says said...

Remar,

I should be done within one week.

Glad I could help,

Greg

6:57 AM

macyn said...

I recently came accross your blog and have been reading along. Ithought I would leave my first comment. I dont know what to say except

that I have enjoyed reading. Nice blog. I will keep visiting this blog very

often.

Kate

http://educationonline-101.com

9:05 AM

nisha said...

Thanks for this useful information that you have been shared to us

readers. I am looking forward for your next post! Good luck for your

next post

mba

1:42 AM

Anonymous said...

i was searching on an example of how i can build my business plan

and you really helped me with what you wrote...thank you and i'm

looking forward for your next post

6:39 PM

business plans said...

Having a start up business plan is extremely valuable. It will serves as

a map showing where you are today and where you want to end up. It

gives you confidence that you know where you're going.

9:39 AM

TonyW said...

Having been involved in business consultation for over 25 years I

consider the 2010CQBPG@O to be an outstanding piece. Anyone

fortunate enough to have discovered it should use it as a business

bible! Regards Tony W

2:30 PM

Example Business Plan said...

Pretty good post. I just twits your blog and wanted to say that I havereally enjoyed reading your blog posts. Any way I hope you post again

soon.

12:29 AM





Newer Post Older PostHome

Subscribe to: Post Comments (Atom)

Post a Comment

Use of this website, www.qualityg.blogspot.comall of its sub-pages, and all information distributed in conjunction with this website, is offered to

you on your acceptance of these Terms of Use. Your use of this website or of any content presented in any and all areas of the website

indicates your acknowledgment and agreement to these Terms of Use, my Privacy Policy and other notices posted on this website. If you do

not agree to be bound by and comply with all of the foregoing, you may not access or use my information, services, or website.

All materials appearing in www.qualityg.blogspot.comincluding without limitation all Web site design, text and graphics, are protected by

copyright laws and are the property of www.qualityblogspot.com All rights are reserved. Users may electronically copy and print in hard copy

portions of this Web site solely for personal, non-commercial use. Any other use of materials on this Web site - including reproduction for

purposes other than those noted above, modification, distribution, or republication - without prior written permission of [email protected] is

strictly prohibited.

TERMS OF USE

Picture Window template. Powered by Blogger .


quality tooltechnique 2007

Documents