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TRANSCRIPT
3/1/2013
December 2010 Management Meeting 1
Quality Team 2012 Strategic JourneyQuality Team 2012 Strategic Journey
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2013 MNASQ Summit Session
Challenges LRP, How? Deploy & Adj t Tools Value U
d i
Strategy, you asked for it!Strategy, you asked for it!
Challenges
Buy‐in
LRP, How?
Trends
SWOT
Adjust
Ad hoc ‐Reaction
Tools
Process
Engagement
desire
Experienced tactics
Insight
AlignmentCascaded
Goals & Results ??? New ideas
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December 2010 Management Meeting 2
Fleet
• 400+ field employees
A little about LoramA little about LoramFleet and OEM OpsFleet and OEM Ops
• 400+ field employees
• 60 support employees
• Operate 100 machines
• Outstanding safety record
OEM
• 145 employees145 employees
• 46 machines in 30 countries
• Produce ~16 machines/yr
• Outstanding safety record
ContinuousContinuous ImprovementImprovementThe JourneyThe Journey
Learning to See Methodology Capability Building
Leadership Support Execution
•Vision•Goals•Initiatives•KPI trends•KPI targets•Daily/Weekly/Monthly
•ISO•6 Sigma training•PDCA•Idea Management•Process excellence
•6 Sigma training•Leaders as teachers•Project execution•Project coaching
•Recognition•Reinforcement•Improvement Dialogue•Decisive decisions•Go see it•Embrace experimentation
•Small ideas PDCA•Big ideas Six Sigma•Improve your area
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December 2010 Management Meeting 3
Strategy Deployment (SLT)Strategy Deployment (SLT)The JourneyThe Journey
Quality policy:Guided by the company’s values, vision and mission,
People & Safety
Financial & Growth
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Guided by the company s values, vision and mission, Loram’s policy is to exceed our customers quality
expectations in the products and services we offer through an unwavering commitment to best in class business processes and a culture of continuous improvement.
Safety
Quality & Reliability
Speed & Perf.
& Growth
4 Strategic Planning Sessions with Pre-work and intermediate action items
S1 2 hrs AS-IS: What are we doing, MVV & Critical Success Factors, Passions & GoalsT l MVV SIPOC B i d D t t CSF
Quality Team Strategy PlanQuality Team Strategy PlanBuild a team and a strategy together!Build a team and a strategy together!
Tools: MVV, SIPOC, Business and Department process maps, CSF
S2 5 hrs AS-IS: Report out, Desired future state, Inputs & AssignmentsTools: SWOT (Loram Level & QA Team Level), Five Forces, VOC, Voice of Suppliers & Technology Partners (VOS), System analysis, ASQ & ISO Developments, Brain-storming, Affinity diagram
S3 5 hrs TO-BE: Feedback, Draft MGTP, Goals & Initiatives, and AssignmentsTools: MGTP, Affinity diagram
S4 3 hrs TO-BE: Feedback, Lessons Learned, Refine MGPP, Goals & Initiatives, Communication Plan, Assignments and CELEBRATE!Tools: MGTP, Project charters, DMAIC, Communication plan
Continuous Rhythm for momentum, refinement and adaptationQuarterly review, Personal goals linked to Department Goals & Initiatives
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December 2010 Management Meeting 4
1 AS1 AS--IS Business StateIS Business State
What
Why?
Biz
Govrn.MVV
CSF
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Govrn.
CI
MVV
Customer Demand Customer Satisfaction
Quality and Project MgmtQuality and Project Mgmt
D iDesign
Supplier
In‐comingCommissioning
Customer Feedback
Governance Systems Processes Metrics
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In‐processFinal Verification
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December 2010 Management Meeting 5
22 ASAS--IS Analysis + VisionIS Analysis + Vision
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Suppliers Inputs Process Outputs Customers
Suppliers Expenses Supplier Dev. Costs Suppliers
CFT Deviations CFT Rep Analysis CFT
QA Team SIPOCQA Team SIPOC Start w/Cust. and go to the left
Manufacturing CAPA RI & SO Analysis/Results Manufacturing
Engineering Parts/Groups Non‐conf. Inspection Rslts Engineering
Procurement Requirements Mach. Testing Activity Results Procurement
CI Non‐conf. Warranty MRB CI
Cust. Service Warranty claims Cust. Feedback Sup. Warr. Req. Cust. Service
SLT Cust. feedback Lessons Learned SLT
Tech Partners PR/PO Sup. Dev. Act. Tech Partners
End Customers CI Improvements End Customers
Railroads Railroads
Fleet Ops Fleet Ops
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See notes for SIPOC
instructions
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December 2010 Management Meeting 6
QA Team SIPOCQA Team SIPOCSupplier Input Process Output Customer
• Suppliers o Bulk/Raw Material o Industry Standard o Non-Custom Catalog o Custom Catalog o Custom o Manufacturing
• Warehouse (Inventory)
1. Expenses 2. Labor time 3. Rejection information 4. Warranty claims 5. Deviations 6. RMA 7. CAPA requests 8. MRB Dispositions
Quality Assurance • Supplier Development • CFT Representative • Machine Test and
Inspection • Machine
50. MRB Case information (IFS) a. PO b. Part number c. Supplier d. Quantity e. Description of discrepancy f. Disposition g. Availability code
• Suppliers o Bulk/Raw Material o Industry Standard o Non-Custom Catalog o Custom Catalog o Custom o Manufacturing
• Warehouse (Inventory) ( y)• Project CFT
o Project Manager o MPE o EPE (Elec., Fluids & Mech) o Test Dept. (Chris Pearce) o Controls (Software) o Tech Pubs
• Manufacturing (Shop) o Management o Supervision o Best Practice Teams
• Engineering (Design) o Manager o Electrical o Fluids o Mechanical o Controls
• Technical Writing • Strategic Sourcing
(Purchasing) • Test Lab • Continuous Improvement • Fleet Business organization
9. Part certifications/declarations10. Received parts 11. Purchase order information 12. Engineering Drawings 13. Manufacturers Part # 14. Inspection measurement 15. Supplier First Article Inspection reports 16. Supplier profile/information 17. Supplier process information 18. Shop Order-Inventory demand 19. Shop Order-Machine demand 20. Inspection requirements 21. Customer requirements 22. Non-conformances 23. Training 24. Warranty claims 25. Customer comments/feedback
Commissioning• Source, Receiving & In-
Process Inspection • Non-conformance
resolution (Internal & External, ECR, MRB & CAPA)
• Field & Customer-Warranty Returns
• Field & Customer Complaints
• Fleet Machine feedback
51.Supplier return notes (IFS)52. CAPA discrepancies 53. RCA analysis and results 54. CAPA expected improvements 55. Test requirements 56. Test procedures 57. Test plans 58. Inspection requirements 59. Material status/MRB Completion 60. Suggested improvements
a. Supplier feedback b. Operations feedback c. Shop feedback
61. Shop build improvements 62. ECRs 63. Test plan(s) & Schedule 64. In-Source inspection results 65. Customer acceptance requirements 66. Test status & updates
a. Static b. Start-up c. Functional d. Dynamic
67 Test summary report
( y)• Project CFT
o Project Manager o MPE o EPE (Elec., Fluids & Mech) o Test Dept. (Chris Pearce) o Controls (Software) o Tech Pubs
• Manufacturing (Shop) o Management o Supervision o Best Practice Teams
• Engineering (Design) o Management o Electrical o Fluids o Mechanical
• Technical Writing • Strategic Sourcing (Purchasing) • Test Lab • Continuous Improvement • Fleet Business organization • OEM Business organization • Railroad Company
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• OEM Business organization • Railroad Company
o Freight Service o Passenger Service o Privately Owned o Publically Owned
• Customer Service • SLT (Sr Leadership Team) • Finance • Risk Management • Logistics
o Fleet o OEM
• Foreign Governments and Agencies
• 3rd Party Contractors
67.Test summary report68. First Article Inspection (FAI) report 69. Commissioning to-do list 70. Special test requests/suggestions 71. Special document suggestions (Pubs) 72. IFS PO Line Approval (Register Inspection
Results) 73. Repetitive non-conformances 74. Significant non-conformances 75. Improvement ideas 76. Department budget 77. Cost of Poor Quality 78. Team priorities 79. Individual activities schedule 80. Safety notifications 81. Strategic Team Plan 82. KPIs
o Freight Service o Passenger Service o Privately Owned o Publically Owned
• Customer Service • SLT (Sr Leadership Team) • Finance • Risk Management • Logistics
o Fleet o OEM
• Foreign Governments and Agencies
MGQP (MultiMGQP (Multi--Gen Team Plan)Gen Team Plan)
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As‐Is
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3 TO3 TO--BE DevelopmentBE Development
MGTPCom.
Plan
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Lifecycle Validation
Customer Focus aligned w/CI
Quality Future Vision MGTPQuality Future Vision MGTPReactive Improve Proactive
Supplier & Test Development
• Process improvements• Process control• Develop partnerships• Standardize Tests • Maturity in project execution
with advanced tools and planningSt t i i f hi
• CFT excellence paired with strategic involvement
• End to end Customer Focus• MGPP consolidation
2013
2017
• Clear Roles & Resp.• Alignment of Departments
and activities• Transparency across
Departments
• Project & Dept alignment• All employees focused on
Customer satisfaction
• Quality plans aligned with customer requirements
Incoming and In-Process Validation
• APQP• Leverage Suppliers expertise• Nonconformance system• Manufacturing Excellence
• Enhance Supplier qualification• Design collaboration• Part Lifecycle process map• Standardized Test plans,
procedures & reports
• Strategic view of machines and systems
• Collective efforts to improve systems and processes
• Remove non-value added, not required activities
• Leverage Suppliers for product verification
• Understand & Prioritize Opportunities
• Improve Shop Order effectiveness
Accelerate Lessons Learned and Change Management
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December 2010 Management Meeting 8
MGTP MGTP –– WhatWhatCompany
Initiative/ThemesObjective Themes
2012 2013 2014 2015 2016 2017
AS‐IS Transformation Transformation Transformation Transformation TO‐BE
Externally Communicated Team Strategies
Green Highlighted boxes are focus areas for that
timeframeVision
Exceed customer expectations
Product Development Clarity
Little to No engagement in front‐end Project/Design collaboration
Machine Project up‐front involvement Non‐conformance systemClear Phase‐Gate definition in projects and processes for QA CFT
Lack of common requirements (Design and Manufacturing)
Supplier Quality ManagementSupplier police/watchdog Supplier Qualification Some APQP elements APQP & PPAP Implementation
Supplier Development, Evaluators and Auditors
Product Quality Perform tests
Standardized Test documents Dynamic Test training ‐Mfg
Commissioning Validation Customer requirements audit and validationFunctional Test trng & transition Test audit & evaluation (holistic)
Inspectors w/Basic tools Competency Gap Analysis
QA Verification Lab Competency plan & training Competency Training Utilizing advanced tools and methodsSpecialized individuals Competency Priorities
Best in class business processes Process Focus Lack of process focus
QMS alignment and gap analysis
Process focus on High Priorities Align processes to Departments
Process and project verification and validation
Reinforce existing processes Process focused and Systems approach perspective
CoPQProactive Quality
Continuous Improvement
Lack of Cost of Poor Quality (CoPQ) data
Create a case study for each internal customer area
Data driven
Fire Fighters Connected (at the hip) with CI
Internal Team StrategiesUnclear role of QA Team (Loram Organization and Team perspective) (Little q)
Yellow highlighted boxes still need analysis
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People development
QA Team Development ‐ NA
(Little q)
CFT Roles & Responsibility clarityClear roles & responsibilities in Team and projects
Unclear requirements and demands
Fire Fighters
Industry and Product KnowledgeLack of machine, process and organization knowledge
Building bridges Connecting Processes
Building aligned systems Organization, Machine and Process savvy Machine visits Organization collaboration
Loram Organization Quality BehaviorBig Q
(Quality Monster)
Multiple misunderstandings of Quality (Big Q) Roles & Responsibility clarity
Activity alignment
ISO/QMS Experts
Mis‐alignment of cross‐functional efforts Change Management training
QA Cross‐functional competent (team advocates)
Leaders in Performance Excellence
Quality culture Change Management Experts
External Quality leaders and connections
and development
Evolved into MGQP…Evolved into MGQP…Vision
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December 2010 Management Meeting 9
And MGTP Annual GoalsAnd MGTP Annual GoalsStakeholer Engagement & Partnership
Priority RISK GoalInitiatives: Finalize with what done looks like and measures/metrics. Who When Eng HR Supply Mfg Mktg Ops Fin
Goal: People development and engagement.CSF: People and SafetyMetric:100% certifed, 90% engagement, 100% safe days.Strategy:
1. Change management training2. Team assessment, development/integration…high performing team by 6/28.3. 100% ASQ certification by 12/31.4. 100% on time reviews by 12/31.
1‐JN M
Principle: People development 5. Internal Auditor training6. Team buy‐in & signoff to 2017 vision by 3/29.7. Develop 2017 vision road map by 6/28.
JN 1Q‐4Q
x x x x x x
2‐JN L
Goal: Supplier qualification and evaluation.CSF: Quality and ReliabilityMetric: Supplier quality and delivery performance.Strategy: Expand globallyPrinciple: Exceeding customer expectations.
1. Complete supplier qualification project by 3/31.2. Launch (5/1) and complete project (10/1) to integrate supplier evaluation into total supplier quality management.3. Investigate APQP elements for future integration into processes and initiate project quality plans for all machine projects by 6/28.
Fan 1Q‐3Q
x x
3‐JN L
Goal: Standardized test docs for all products.CSF: Quality and ReliabilityMetric: First Pass Yield, % documents completed.Strategy: Invest in new technology(processes)Principle: Exceed customer expectations.
1. Kick off project (by 3/15) to complete 100% of docs (4x4) by 12/31.2. Develop consistent, integrated, reliable, "real time" test results feedback to all stakeholders. (what is the system to do this? How does this affect #1?) by 12/313. Investigate partnership with manufacturing to determine roles and reponsiblities for execution and verification by 9/30.4. Develop transition and communication plan for mfg test execution by 12/31.
Simmons 1Q‐4Q
x x
1‐DB M
Goal: Build on Fastrack (Six Sigma/Continuous Improvement)CSF: Speed & Performance/People & SafetyMetric: Safety & EngagementStrategy: Defend the home turfPrinciple: Exceed customer expectations & People development.
1. Lean Deployment: (A)Training & clear vision for the future state (1Q); (B) Initiate and execute 6 pilot projects (2Q‐4Q).2. Complete existing Fastrack BB projects. Launch and complete (4) additional.3. Develop and sustain project performance and financial metrics.
DB 1Q‐3Q
x x x xGoal: Process alignment and focus.CSF: Quality & ReliabilityM t i E l t f lt ??
1. Complete QMS project by end of 1Q.2. Develop "common" non conformance management system by 9/30.3 D l f k d l t t f d t t t li t
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2‐DB M
Metric: Employee survey customer focus results?? Strategy: Defend home turf and expand globallyPrinciple: Best in class business processes
3. Develop framework and plan to convert from department to process alignment.4. Develop and finalize plan for quality module deployment in 2014.5. Organizational buy‐in to 2017 vision.
DB 1Q‐4Q
x x x x x x x
3‐DB/JN H
Goal: Voice of customer/customer requirements vision and supportCSF: Quality & ReliabilityMetric: ?Strategy: Defend home turf and expand globallyPrinciple: Exceed customer expectations.
1. Execute QA CFT responsiblities in support of 2013/2014 schedule. 2. Intergrate QA into customer service strategy through partnership with Customer Service team.3. Partner with engineering to baseline Loram requirements definition process for development of key characteristics.
DB/JN 1Q‐4Q
x x x
5‐DB/JN H
Goal: Manage departmental budget within 5% of plan and execute Capital plan.CSF: Financial and growthMetric: ProfitabilityStrategy: Principle:
1. Monthly review and strategy adjustment for executing team and budget deliverables.2. Select and procure CMM, and develop 2014 project charter for value‐added utilization.3. Develop 2014 budget in 3th Qtr
DB/JN 4Q
x
Communication Plan SummaryCommunication Plan Summary
Communication7- Communicate 7 times, 7 different ways
Wh ? Id tif t k h ld• Who? – Identify stakeholders• What? - Stakeholder Summary
• Impact, Influence, Position, Reaction, Resp.• How? - Management of Stakeholder
• Needs, Actions, Frequency, Support
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• How? - Stakeholder Communication Strategy• Why, How, What, Which, Who, When
*Use as much or as little as you need
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December 2010 Management Meeting 10
Hoshin Kanri X MatrixHoshin Kanri X Matrix
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44 TOTO--BE DeploymentBE Deployment
Rhythmic
Execute
Communicate
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Rhythmic Review
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December 2010 Management Meeting 11
Questions?Questions?Thank you for your time and
engagement, you may contact me at [email protected] for more information or templates
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