25 Mar 10 – WDM 204 – Session Two. Cape Area Management Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board

25 Mar 10 – WDM 204 – Session Two

Cape AreaManagement Program

(CAMP)Sponsored by the Cape & Islands

Workforce Investment Board

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


What Issues Do We Face?

Greater internal demands on performance?

Fewer resources?

Greater reliance on suppliers?

Increased use of computer systems?

More demanding customers?


Conflicting Organizational Metrics?

Cost – why does this get the most attention?

Speed – is this only a capacity issue?

Quality – control by the process user?


Are Our Systems More Complex?

Current StateCurrent State

Handling –EH&S

Turnbacks –Product

Excess steps –Business

Skill gaps –People

Leadtime -Delivery


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!


Do You Have Time to Improve?


Define “Improved?”

Ultimately, “Stakeholder Satisfaction” is your metric– how can you measure that?

What metrics support “Stakeholder Satisfaction?”– how do you get there?


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?


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?



Quality Tools

Simple

Universal

Scalable

Visual

Data driven

Focused on key metrics:– speed,

– quality


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!



People & Processes

Driven by people doing the work

Respectful of their experience

Motivational

Sustainable


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



Stakeholder Feedback

The ultimate measure of success

Internal and external customers

Relationship based on “data”

Creating a “win/win” partnership


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)


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?”


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


Process Mapping

Useful for understanding what truly happens, and seeing opportunities for improvement:

Intake

Processing

Billing

No

Yes


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


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?


Standard Work

Determining the best way, and letting everyone know how it is done



Objective opinions with agreement to improve

Internal as important as external

Four key areas:– Quality

– Delivery

– Responsiveness

– Overall

What would “world class” look like?


What Do You Think We Need?

Mission Statement,Goals & Objectives,

Key Metrics

Quality Tools

People & Processes


Breakout Session

Form Teams of Three to Five People


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















Measure Speed to

Finish

Measure Speed to

Finish

Measure Speed to

Finish

Measure Speed to

Finish

1)

3)

Class Discussion

Your Workplace’s C.Q.I. System


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?


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…

Questions or Comments Before We End?

Documents

25 Mar 10 – WDM 204 – Session Two. Cape Area Management Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board