2. Sunday February 17, 2013
4 hours
Seize the Moment- Strategic Planning
Jack West and Charles Cianfrani
• The most important thing we can do as Leaders is plan
• Follow the PDCA model
• Unclear business purpose (Mission) or and unclear picture of the future state
of the business (Vision) will limit growth
• Make staffing decisions based upon competence
• A process to obtain and respond to customer perceptions is critical. Teach
Sales and Customer Service how to ask the right questions. Manage Voice
of Customer tables- what was said, what was meant, how to address it, who
owns it, when is it due, and verify effectiveness
• Consider the potential global effects on the business
• Create a shared, common day-to-day focus throughout the organization
2
3. • Communicate objectives in ―their‖ language. Corporate leadership- money,
turnover, risk, etc. Process Owners- what’s in it for them, simplified work,
more enjoyment, etc.
• Teach to reach a point where each employee can communicate their
individual role in Quality and achieving Business Objectives
• Create five position candidate qualification questions for key roles that all
must be met for consideration
• Effective presentation formats follow the 5-5-5 rule. No more than 5 words
per bullet, no more than five bullets per slide, no more than 5 bullet slides
before a visual slide is used
• Leaders should focus on getting cost out!
• Effective Policy Deployment processes tie Executive and Management
bonuses to objectives
• Partner with key customer and suppliers in a mutual continuous
improvement process
• Drive continuous improvement from the bottom up, not top down
3
4. Regularly identify and execute preventative actions that can be taken in each of
the following areas to minimize/eliminate impact of achieving growth and profit
objectives (Apply FMECA process tool);
• Planning
• People
• Process Controls
• Financial
• Customers
Definition, development, deployment, control, and improvement of a relatively
small set of processes can ensure performance to requirements, promote
customer satisfaction, and provide a foundation for a sustainable organization.
4
5. Sunday February 17, 2013
4 hours
Certified Manager of Quality and Organizational Excellent Exam Prep
Chris Hayes
• Each multiple choice question on the exam has two correct answers; the
candidate must rationalize the best option of the of the two based upon
information provided
• Create a glossary and page number reference sheet for test resources
• All questions demand a Bloom level response of 2 or greater
(Remember, Understand, Apply, Analyze, Evaluate, Create)
• Create a Body of Knowledge 5-point card to ensure acceptable essay
responses
• Apply the 7 Basic Quality Tools; flow charts, Ishikawa
diagrams, checklists, Pareto charts, histograms, scatter diagrams, and
control charts
• Apply the basic management and planning tools; affinity diagrams, tree
diagrams, process decision program charts, matrix
diagrams, interrelationship diagrams, prioritization matrices, activity network
diagram 5
6. • Apply Process improvement tools; root cause
analysis, PDCA, DMAIC, FMEA, SPC
• Apply Innovation and creativity tools; brain-storming, mind mapping, lateral
thinking, critical thinking, Design for Six
Sigma, Triz, Scamper, Storyboard, Nominal group technique, multi-voting
• Apply Cost of Quality; prevention, appraisal, internal failure, external failure
• Apply Process management; process goals, process analysis, lean
tools, theory of constraints
• Apply Measurement; assessment and metrics, statistical
use, sampling, statistical analysis, trend and pattern analysis, theory of
variation, process capability, reliability and validity, qualitative
assessment, survey analysis and use
• I have a 192-slide presentation from Chris I can share with anyone else that
may be preparing for this professional certification exam
6
7. Monday February 18, 2013
Next Generation QSM
Joe DeFeo
Juran Institute
• Quality and CI professionals must provide management with information
they will ―get‖, in their language, i.e. risk, money, market share, sustainment
• Move the ―Quality Management System‖ to a ―Mission Assurance System‖
that leaves no doubt Customers and Stakeholders needs will be met fast
and efficiently
• Understand Societal needs and Stakeholder needs to meet the Enterprise
mission
• Drive continual process optimization though multi-functional improvements
• Leaders must ask ―What part of the QMS can we focus on to help the
company?‖
• Consider an ―a la carte‖ approach to build into the QMS elements of
standards that will ensure the Enterprise mission
7
8. • Shift ―Management Review‖ toward ―Management Renewal‖
• Perform an annual ―stop-doing‖ exercise to free and redirect limited
resources
• Build the QMS to mitigate and manage risk
• Quality and CI professional must work to develop a broader business
acumen to understand and support the overall goals of the organization
8
9. Sustainment?
UBS reports $2.8 billion loss
Bank fines top $10 billion this year
JPMorgan's trading loss: $5.8 billion
Compounding pharmacies have been linked
to deaths, illnesses and safety failures for
years
9
10. What Do These Companies & Industries
Have in Common?
Most had:
Quality Management
Systems
Compliance Systems
Third Party Assessments
10
11. Evolution & Benefits of Standards
Performance Continuous
Better Social Improvement
Responsible
Companies
Greener
Society
Mitigated More
Risks Transparency
Higher
Quality
Time
11
12. ISO & QMS Principles
1. Customer focus
2. Leadership
3. Involvement of people
4. Process approach
5. System approach to management
6. Continual improvement
7. Factual approach to decision-making
8. Mutually beneficial supplier relationships
12
13. Future of QMS
Quality
Process
Improvement Environment
Integrated
Management
System
Risk Social
13
14. Will It Be Different From Today?
1. Greater understanding of Societal Needs & Stakeholder Needs to
meet the Enterprise Mission
2. Continual process optimization through multi-functional
improvements
3. Enterprise-wide integrated management standards to maintain
daily compliance and control of mission critical processes
4. Creating an Integrated Quality Function to assure the Enterprise
System if working
5. Multi-lingual staff = they know Voice of the Business and Voice of
the Standards to enable the Enterprise to meet needs
6. Engaged employees trained in business and quality acumen
7. Annual renewal of performance improvement programs to avoid
quality failures and maintain effective internal controls
14
15. Enterprise Assurance: A Model
Integrated Quality Management Standards
Monitor Deploy Policies and Standardize Work
Identify
Current
Strategic Replicate
State &
& Risk Results,
Risk Design
Drivers Identify & Meet
and Sustain
Establish Needs
Implement Gains
Projects
Solutions
Daily Daily
Projects
Improvement Compliance
15
16. Will Quality Lead The Charge?
The professionals that truly
understand that the purpose of
Quality Management Systems
is to help assure the enterprise
meets its Mission.
16
17. Monday February 18, 2013
General Motors Drive for Customer Satisfaction
Michael Hardy
Director of Global Quality Strategy
General Motors
• Center quality objectives around the customer experience, imagine the
perceptions, senses, and overall experience from purchasing, receipt, and
use
17
18. Monday February 18, 2013
Future of ISO9001 QMS in a Global Economy
Alka Jarvis
Process and Excellence Leader
Cisco Systems
• Over 10 years without any significant changes in the ISO standard
• It is a Golden Age of technology and innovation transforming the way we do
business, work, communicate, live, and learn
• ISO must change to be relevant
• ISO must address Resource Management, the Voice of the
Customer, Measures, Knowledge Management, Risk
Management, Systematic Problem Solving and Learning
18
19. 2012 Top 5 CEO Challenges;
Innovation- Technology is the #1 enabler to innovation in products, process
design, and business models
• Human Capital- grow talent internally, improve leadership development
program, provide employee training and development
• Global Political and Economic Risk- debt concern, mushrooming regulations
on a global scale, increasing trade tension, Political divergence with respect
to market access and governance of key sectors
• Government Regulations- Continued uncertainty of the overall regulatory
environment, which forces many companies to put growth plans on hold until
the playing field is clearly defined
• Global Expansion- Large, medium and small companies are all realizing that
in order to stay competitive, they must expand globally
19
20. Monday February 18, 2013
Best Kept Secrets of Great Quality Leaders
Connie Conboy
VP of Corporate Quality -Retired
Bayer Corporation
• Secure your foundation- build a rigorous system, constantly strengthen,
maintain certification
• Identify the real value proposition for quality- is quality a primary brand
attribute? Communicate real business impact and value
• Bayer aspirin is priced 400% higher than generic aspirin. How can they
compete? Quality
• Wake up the C-Suite- speak their language, engage them, help them see
what’s in it for them
• Think like a consultant- foster internal consulting skills, create bold plans,
deliver, measure, and communicate results
• Build knowledge base- benchmark, master broad quality tools and skills,
actively participate in key industry conferences, explore best practices
20
21. • Expand you footprint- create a larger role inside and outside your
organization
• Innovate- leverage technology, embrace innovation to deliver maximum
value
21
22. Monday February 18, 2013
Implementing ISO 9000 in a Mature Company
Ben Overwyk
Technical Services Engineer
Olin Brass
• Keep what you can of what they already have as it will reduce the amount of
change for the organization
• Communicate through pre-implementation meetings to salary and hourly for
less confusion during implementation
• Communicate business and employee job benefits. What’s in it for them?
• Identify roadblocks, people and systems
• Use key employees that understand the standard as front-line coordinators
• Focus on areas of concern first; calibration? document control?
• Determine data/information available, build management review with
consideration, content, publish dates
• Build responsibility through internal audits
• Involve everyone; especially executives
22
23. • Take time to help employees that are struggling with understanding
• Understand old habits are hard to break
• Follow-up, track changes, communicate
• Ask for feedback
• Communicate accomplishments
• Show how ISO has helped
23
24. Monday February 18, 2013
ISO 9001 & ISO 14001; The Revisions as a Partnership
Lorri Hunt, Jack West, Jose Dominguez
• The ISO 9001 standard is in a revision process
• The revision will be in alignment with Annex SL
• Annex SL is a standard for standards, basically working toward common
formats, structure, and language
• Revision will likely publish in 2015
• Too early to take any action on your QMS
24
25. Tuesday February 19, 2013
QMS Quick Self-Assessment- What a Good QMS Looks Like
Colin Gray
President
Cavendish Scott, Inc.
• Customer Focus
• Leadership
• Involvement of people
• Process Approach
• System Approach
• Continual Improvement
• Factual approach to decision making
• Mutually beneficial supplier relationships
25
26. Customer Focus
• Organizations depend on their customers and therefore should understand
current and future customer needs, should meet customer requirements and
strive to exceed customer expectations.
• Malcolm Baldrige – Customer Focus
• Where are top management involved in customer orders? Satisfaction
assessment?
• How in touch are (all) top management with customers?
• How do they promote this throughout?
26
27. Leadership
• Leaders establish unity of purpose and direction of the organization. They
should create and maintain the internal environment in which people can
become fully involved in achieving the organization's objectives.
• Malcolm Baldrige – Leadership, Strategic Planning
• Strategy, Direction, Planning – Published?. Change Management? Is QA
involved in organizational change?
• Communication. To all? Planned? Consistent?
• Is Management ―Leading‖ quality? Do employees know,
• understand and believe the same message?
27
28. Involvement of People
• People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization's benefit.
• Malcolm Baldrige - Workforce Focus
• Communication, Responsibility? Authority?
• Fair and ―mutually beneficial‖ relationships?
• You can only effect change with information!
28
29. Process Approach
• A desired result is achieved more efficiently when activities and related
resources are managed as a process.
• Malcolm Baldrige - Operations Focus
• Non-bureaucratic - Were they established for ISO or for ―our‖ organization?
Best practice? As appropriate?
• Documented? Communicated? Trained? Valuable controls?
• Average processes but good people = Average performance
• Good processes with average people = Good Performance
• Normal activities managed by processes most of the time? Time for projects,
exceptions, improvements?
29
30. System Approach
• Identifying, understanding and managing interrelated processes as a system
contributes to the organization's effectiveness and efficiency in achieving its
objectives.
• Malcolm Baldrige - Operations Focus, Results
• Organizational success with objectives/measures?
• How well are process interactions achieved?
• Visibility of organization objectives at individual levels?
• Process handover problems? Politics and interdepartmental issues?
30
31. Continual Improvement
• Continual improvement of the organization's overall performance should be
a permanent objective of the organization.
• Malcolm Baldrige – Results
• Systemic Improvement systems throughout
• Pervasive attitude looking for opportunities
31
32. Factual approach to decision making
• Effective decisions are based on the analysis of data and information.
• Malcolm Baldrige - Measurement, Analysis and Knowledge Management
• Do Objectives exist? Flowed down to all levels? What metrics exist? Are
they communicated? Are they available to all functions and levels of
personnel?
• Decisions based on data – not ―good‖ management
32
33. Mutually beneficial supplier relationships
• An organization and its suppliers are interdependent and a mutually
beneficial relationship enhances the ability of both to create value.
• Malcolm Baldrige - Operations Focus
• How do we treat suppliers (short term, long term)?
• Could we lose (have we lost) important vendors?
• What is vendor performance? How responsive are they?
33
34. Tuesday February 19, 2013
Keys to Creating Accountability in a Quality Management System
Cynthia Juncosa
Director-Lean Compliance Partners
Is this Accountability?
34
36. A personal choice to rise above one's circumstances and demonstrate
the ownership necessary for achieving desired results—to
See It, Own It, Solve It, and Do It
36
37. Culture of Accountability
• Understand WHY – Positive, Engaging, Sense of Purpose
• Results‐Oriented Culture, open to improvements
• Compliance – Support from Leadership to do the right thing!
• Clear Definition of Responsibilities + Authority
• Effective Training
• Empowerment to identify and correct mistakes
• Poke Yoke, Simple Principles and Methods
37
38. Understand WHY
Desire to partake in meaningful work is a motivator
– How does my work fit in the ―Big Picture‖?
– What’s in it for me?
Make the WHY compelling
– Why we need to do it and
– Why we need to do it now
– What if we do NOT do it
Create dialogue for ―Buy In‖
Engage heart and mind
38
40. Leadership Support
• "Walk the Talk"
• Change must be fully supported from the top
• down
• Hold YOURSELF accountable ‐ lead by example!
• Create culture where it's ok to make a mistake and admit to it so it can be
fixed ASAP
• Mechanism to fix problem
• Non‐punitive system for reporting and correcting the mistake BUT If don't
follow system, then result is punitive
40
41. Responsibility + Authority
• Authority is "the power to enforce rules or give orders, a privilege
given to an individual in a management or supervisory position.”
• Responsibility is "a duty or obligation where someone is held
accountable.“
Delegate Responsibility with Authority to take action, make
decisions, really own the task at hand!
See It, Own It, Solve It, and Do It
41
42. Effective Training
• What tasks? What target? The ―correct‖ way? Which tools and where can I find
them?
• People not having access to the knowledge they need to do their jobs effectively and
efficiently.
• Audit observations – training records
• Training metrics trending
• WHY incorporated
• Verify individual training effectiveness
• Individual ―certification‖
• CAPAs, NCMRs
• Defect Trending by station/shift
42
43. Empowerment
• Empower employees to identify and correct their mistakes by providing
mechanisms with standard methods and solutions.
• Put the systems in place so people know what to do!
• Standardize your solutions or standardize methodology to deal with the
mistakes. e.g., NCRs, defects
• Individuals have authority to course correct or initiate investigations ‐> take
ownership of their areas
43
44. Poke Yoke
• Poka Yoke (Error and Mistake Proofing of processes)
Easy to do correctly, hard or impossible to do wrong
• Show your commitment by implementing simple error‐proofing solutions ‐>
prevent common mistakes from occurring
Engage, solicit solutions
Respect for people and value they provide to solve problems
Excellent methodology to obtain and assure on‐going quality
• ROI = Priceless
44
45. Simple Principles and Methods
Standardized Work
• The best way to accomplish a task
• Apply to repeatable processes first
• Reduces training time, more consistent output allows for better
improvements
Visual Management
• Allows all employees to understand how they affect the company’s overall
performance –WHY
• Real‐time information and feedback
• Access to performance data to react accordingly
• Prescribe actions to return performance to specified limits
45
46. Summary
Culture of Accountability is attainable by engaging hearts and minds of your
teams
• Help teams Understand WHY behind what they do
• Responsibilities + Authority clearly defined
• Results‐Oriented – Measure Metrics
• Lead by Example
• Effective Training
• Empowerment Poke Yoke, Simple Principles and Methods
46
47. Tuesday February 19, 2013
Six Sigma: The Breakthrough Management Strategy
Dr. Mikel Harry
President and CEO
Six Sigma Management Institute
• Dr. Harry is widely considered the principle architect of the Six Sigma
methodology
• He is currently launching a program to train returning military veterans to
be Six Sigma Black Belts
• Additionally he is promoting a new system, book, and software ―The Great
Discovery‖
• The core of the concept is that any problem or opportunity can be
effectively addressed with the six sigma methodology whether process-
related or within one personal life
• Taking Six Sigma from ―Toolbox‖ to ―Way of Thinking‖
• Do the Dreaming- Dream the Doing- Plan the Doing- Do the Plan
47
48. The Great Discovery
• Clarify Your Core Values
• Determine the Dream
• Establish Leading Milestones
• Select Problematic Milestone (Apply 80% of efforts to 20% (vital few)
factors
• Identify Vital Forces
• Define Enabling Actions
• Complete Action Plan
• Check Progress Results
48
49. When you can measure what you are speaking about, and express it in
numbers, you know something about it; but when you cannot measure
it, when you cannot express it in numbers, your knowledge of it is of a
meager and unsatisfactory kind; it may be the beginning of knowledge,
but you have scarcely, in your thoughts, advanced it to the stage of
science.
--Sir William Thompson, Lord Kelvin (1824-1907)
Jack Welch- GE supported an approach to fire the bottom 10% within
the organization each year
49
50. Wednesday February 20, 2013
Cisco’s Corporate Quality and Six Sigma+ Journey
Alka Jarvis
Process & Excellence Leader
Cisco Systems
50
51. Common Reasons for Project Failure How to Mitigate
1. Lack of management support 1. Project selection process that focuses
on ROI, resource commitment, timeline
prior to launch
2. Failure to manage expectations 2. Tollgate process to ensure leaders and
stakeholders sign off on progress,
changes
3. Failure to adequately identify & track 3. Methodology that begins with gathering
requirements VOC and focuses on collecting
evidence to support decisions
4. Inadequate project management 4. Standardized, and proven,
methodology methodology & tools (DMAIC/DMADV)
5. Inadequately trained project managers 5. Rigorous training and mentorship to
increase success and knowledge
transfer
51
52. VSEM
• Vision – A vision is a vivid, idealized and memorable description of a desired
outcome
• Strategy – An overarching statement that summarizes how, over the next 2-4
years, the team will achieve its vision. Priorities/Focus Areas – Priorities, which
may also be called Focus Areas, are a subset of the team’s strategy
• Execution Commitments – Funded annual initiatives, programs or actions
intended to drive the success in the team’s Priorities/Focus Areas
• Measurement – Metrics show how the team is measuring progress towards
achieving the Annual Plan
52
56. Wednesday February 20, 2013
Statistical Engineering for Project Selection
Forrest Breyfogle
CEO
Smarter Solutions, Inc.
56
57. A Key Performance Metric can follow the SMART criteria.
This means;
• the measure has a Specific purpose for the business
• it is Measurable
• It should create Action
• the improvement of a KPM has to be Relevant to the success of the organization
• and finally it must be Timely
57
58. Thursday February 21, 2013
Creating Process Improvement Through Conversation
Melissa Falvo
VP Process Improvement Support Manager
PNC Bank
58
65. Thursday February 21, 2013
Globalizing Your Lean and Six Sigma- Tips, Tricks, and Traps
Joeseph Cirafesi
President
Cirafesi Consulting
Strategic Considerations
• Where can the LSS program best gain traction?
• What gaps in performance are most strategic?
• Has this been tried before at this location?
• Can the right resources be made available?
• Will other initiatives hurt or help us?
• What support will management provide?
65
66. Cultural Elements
• Organizational hierarchy – can somebody make a decision!
• Social versus work orientation – let eat and drink!
• Team versus individual / public versus private recognition
• Language challenges / translating concepts
• Work / Life Balance – long lunches and late dinners
Tips, Tricks, and Traps
• Tip – Get cultural training before beginning
• Trap – don’t settle for part-time resources
• Trick – hide some gains and reinvest
• Tip – Allow 30% to 50% more time for training in initial roll out
• Tip – produce initial materials in English and in each trainee’s mother tongue
• Trap – assuming translations are correct
• Tip – deliver ―mini‖ training to translators
66
67. Tips, Tricks, and Traps
• Trap – concurrently implementing major changes
• Tip – look for translation provider well in advance of need – lengthy process
• Trick – ask for a variety of management levels to become trained – build
influencers
• Trap – develop your own training materials while implementing your LSS
• Trap – Translation costs are an iceberg and can be a huge barrier to effective
communication
67
68. Thursday February 21, 2013
Keeping Lean Alive
Jim Joyner
VP of Corporate Excellence
Card-Monroe Corporation
68
74. Thursday February 21, 2013
Sustain Project Results without Staying in the Process Until the End of Time
David Haim
Process Improvement Black Belt
PNC Bank
74
77. Thursday February 21, 2013
Building and Maintaining a Culture to Support Quality
Dr. Judith Ann Pauley
CEO
Process Communications, Inc.
Truly an outstanding presentation on people, what makes
them different, what makes them the same, what motivates
them, how to communication with them, how to engage
them, how to lead them. Very entertaining, informative and
dynamic!
―Leadership is the art of getting someone else to do what you
want done because they want to do it.‖
President Dwight D. Eisenhower
77
78. Two Legs of Process Communication
1. Everyone is One of Six Basic Personality Types
2. How We Say Something is More Important Than What We Say
78
83. Leading Cultural Change
• Build Trust
• Keep everyone informed
• Allow people to express their views
• Listen to their views
• Quality cannot be imposed from above
• Don’t be condescending or arrogant
• Allow Reactors to express feelings
• Make certain Reactors feel they belong
• Give Workaholics data
• Provide timelines for the Workaholic
• Show Persisters how a Quality Program improves quality, standards and values
• Ask Persisters their opinions
• Allow Rebels to say what they like and don’t like
• Periodically inject humor into meetings
• Tell Promoters how they will benefit personally
• Give Promoters action assignments
• Give Dreamers time to think about changes
• Actively solicit Dreamer’s ideas
83
84. Distress Behaviors
• Reactors – Make Mistakes
• Workaholics – Over Control
• Persisters – Push Beliefs
• Dreamers – Shut Down
• Rebels – Blame
• Promoters - Manipulate
http://kahlercom.com/
84
85. Thursday February 21, 2013
Questions and Theories: Two Essential Elements of Change
Dr. Cheryl Hild
Director of Quality
Aegis Sciences Corporation
85
91. Friday February 22, 2013
Hoshin Planning
Anthony Manos
Catalyst
Profero, Inc
91
92. Types of Planning Advantages Disadvantages
No Planning Saves Time Probably Won’t Stay in
Business
Failure Comes as a
Complete Surprise No clear direction
Whatever Boss Says Pleases the Boss Boss May not Know All
the Right Things
Little to No Buy-In
92
93. Types of Planning Advantages Disadvantages
Budgeting At least you are trying You may not know that
you are spending your
resources on what is
really important
Management by When/If we ―hit the We can make things
Objective numbers‖ we get our worse trying to ―hit the
bonuses numbers‖
93
94. Types of Planning Advantages Disadvantages
Strategic Planning Sets longer-term vision Can be biased
of where the
organization should be May have issues with
follow-up and follow-
through
Hoshin Kanri Aligns long-term vision Requires Time to
Policy Deployment with short-term action Implement Correctly
items
Shortcuts will cause
Shows linkages less than optimal
results
All levels in
organization help set
objectives
94
138. Real benefits come when managers begin to
understand the profound difference between "cost
cutting" and "eliminating the causes of costs‖
-Brian Joiner
If You are not the lead-dog, the view (and smell) is always
the same…..
138
