National Postal Forum 2011 - Quality Control In Mail Center Operations


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What is Quality Control
• Why implement Quality Control
• Quality Control Team
• Establishing a Quality Control Program
• Quality Control and Quality Assurance
• Quality Control Tools
• Measuring Success
• TQM, Six Sigma and ISO 9000
• Roadblocks and Barriers

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National Postal Forum 2011 - Quality Control In Mail Center Operations

  1. 1. Quality ControlinMail Center Operations<br />Mark M. Fallon, CMDSM<br />The Berkshire Company<br />James P. Mullan, CMDSM, EMCM, MDC <br />Océ Business Services<br />
  2. 2. Overview<br /><ul><li>What is Quality Control
  3. 3. Why implement Quality Control
  4. 4. Quality Control Team
  5. 5. Establishing a Quality Control Program
  6. 6. Quality Control and Quality Assurance
  7. 7. Quality Control Tools
  8. 8. Measuring Success
  9. 9. TQM, Six Sigma and ISO 9000
  10. 10. Roadblocks and Barriers</li></li></ul><li>Quality Control:What is it?<br />Process to review production <br />Review includes:<br />Controls<br />Job Management<br />Performance<br />Integrity<br />Records<br />
  11. 11. Why Quality is Important<br />“Good enough” isn’t good enough<br />Meet customers’ expectations<br />Help employees improve performance<br />
  12. 12. Goals of Quality Control <br /> Ensure products or services meet standards<br /> Requirements are reviewed for:<br /> Dependability<br />Acceptability<br />Fiscal responsibility <br />
  13. 13. Goals of Quality Control Team<br /> Identify products or services that don’t meet standards<br /> Additional responsibilities:<br />Halt production<br />Notify management<br />Notify customer<br />
  14. 14. Quality Control Team Members<br /> Choose from multiple levels (e.g., line, management)<br />Choose from multiple disciplines (e.g., operations, customer service)<br />Have desire and aptitude for improvement<br />
  15. 15. Quality ControlProgram Parameters<br /> Can’t test everything<br />Identify key standards<br />Past errors<br /> Customer complaints<br />Automated tests <br />
  16. 16. Correcting Errors<br />NOT the responsibility of the QC team!<br />Different levels to be corrected:<br /> Immediate error – Operator<br /> Training error – Supervisor<br />Systematic error - Management<br />
  17. 17. Establishing a Quality ControlProgram<br /> Document the existing process<br />Identify specific objectives of the program <br />Establish policies and procedures<br />Map out and validate the QC process<br />
  18. 18. Quality Control andQuality Assurance<br /> Quality Control – identify and detect errors<br />Quality Assurance – evaluate and improve process<br /> Important that management team understands the difference <br />
  19. 19. Quality Control Tools<br /> Standard Operating Procedures (SOPs)<br />Process maps<br />Checklists<br />Quality Control and Change Control documentation<br />Reporting system <br />
  20. 20. Documenting QualityControl Results<br /> Measurements:<br /> Number and percentage of errors<br /> Operator productivity<br /> Costs<br /> Periodic Reviews <br />
  21. 21. Quality Control – What’s Acceptable<br /> 100% - Must be the goal<br />Weigh goals, costs and results <br />Risk and probability of “worst case” <br />
  22. 22. Quality Control and Testing<br /> Establish standards and specifications<br />Develop test cases of probable errors<br />Test production process<br />Test quality control process and results<br />
  23. 23. TQM, Six Sigma and ISO 9000<br />Total Quality Management – TQM. Management philosophy on continuous improvement.<br />Six Sigma – TQM, with additional emphasis on project management.<br />ISO 9000 – standards and guidelines for quality systems as set by International Organization for Standardization <br />
  24. 24. Six Sigma Overview<br />A 50,000 Foot View <br />Of Process and Problem Analysis <br />and Solutions for Corrective Actions <br />
  25. 25. Definition<br />Six Sigma is a process of corrective action and measure to achieve .99977 percent accuracy<br />Sigma represents number of deviations per million opportunities (DPMO) <br />Simple translation – number of errors in a process for every million times you perform that process<br />Source: W. Edwards Deming – TQM Industry Innovator & Leader<br />
  26. 26. Can That Be Possible?<br />3.4 errors per million pieces of mail is a stretch for you resources – especially in this economy<br />The program is built to improve current process measures / reduce errors / increase efficiency in your operation<br />Most mail centers may run at a 3-4 Sigma<br />Your goal using this tool is to improve to a 4 then a 5 sigma by reducing errors and waste<br />
  27. 27. “Six Steps” Approach<br />Identify the product or service you provide<br />Identify your customer and what that customer feels is important in your product/service (Critical to Quality)<br />Identify the “satisfaction” level for delivering your product/service (Compliance & Voice of Customer)<br />Define the process for making that satisfaction a reality<br />Make your process mistake-proof and eliminate waste<br />Ensure continued improvement by measuring, analyzing and controlling improved process. <br />IMPORTANT:<br />Never try to lead process activity to a “suspected” outcome<br />Always let the process lead you to the solution <br />
  28. 28. Key Components<br />Process of identifying errors<br />Weighing value or “damage” of errors<br />Defining steps to change your steps<br />Focus on risk, impact and what your customer sees<br />Science (math too) approach to correction<br />Test all solutions - kick the tires!!<br />Follow up and REPLICATE the solutions whenever and wherever you can<br />
  29. 29. Effective Solutions<br />“A good solution becomes a great solution when you can apply it to other problems in your operation.”<br />Example:<br />Delays in delivery due to broken or occupied freight elevator – limiting access to deliver on time<br />Solution: Mail placed in satchels for delivery through passenger elevators – full access<br />Additional solution: Completed copy work can be returned to originator using luggage cart instead of hand truck – access via passenger elevator<br />
  30. 30. DMAIICThe Success Blueprint<br />Define – Your project <br />Measure – Your current process<br />Analyze – Gather data for determining causes<br />Improve – Cost & customer benefits<br />Implement – Gain buy in to activate changes <br />Control – Report findings / results scorecards <br />
  31. 31. Six Sigma Benefits<br />Forces you to study your process<br />Data systems set up – “You cannot manage what you do not measure” <br />Customer views of success are defined<br />Process is cost-sensitive to economy/budgets<br />Interaction with customers and management to secure support for your solutions<br />ADVERTISEMENTof your success!!!<br />
  32. 32. Implementing Quality Control<br /> Plan<br />Execute<br />Evaluate<br /> Measure and Monitor<br />Adjust<br />
  33. 33. Quality Control:Only for Production?<br /> Quality Control works anytime<br />that there is a process<br /> that there is a measurable result<br />that there is opportunity for error<br />
  34. 34. Quality Control Roadblocks<br /> “Error-free isn’t possible, so why try?”<br />“Quality Control costs too much.”<br />“Quality Controls slows down production.”<br />“Nobody really cares.”<br />
  35. 35. Overcoming Roadblocks<br /> Explain competitive environment.<br />Demonstrate true costs of errors.<br />Measure “re-work” times.<br />Share feedback from customers. <br />
  36. 36. Questions for Certificate Program<br />Question 1<br />True or False: Quality control and quality assurance mean the same thing. <br />Answer – False<br />Question 2<br />True or False: Standard Operating Procedures are an essential aspect of a good quality control program.<br />Answer – True<br />Question 3<br />True or False: Quality Control works for every process. If there can be errors, then there can be a quality control program. <br />Answer - True<br />
  37. 37. Questions?<br />Mark M. Fallon, CMDSM<br />President & CEO<br />The Berkshire Company<br /><br />James P. Mullan, CMDSM, EMCM, MDC<br />National Operations Manager – Chubb <br />Océ Business Services<br /><br />