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Improving Quality

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This is a presentation on taking responsibility for quality and continuous improvement.

This is a presentation on taking responsibility for quality and continuous improvement.

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  1. Joe Dager Business901
  2. What does Quality bring • High Morale • Everybody wins • And…
  3. The trouble with Quality
  4. Paperwork
  5. Led
  6. Conform or else
  7. How can we encourage and support everyone to be responsible for Quality?
  8. Quality can be part of everyday work thru Quallaboration Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
  9. Quality Control is concerned with the product Quality Assurance is process–oriented.
  10. Quality Assurance Needs to have a process for improvement. PDCA Six Sigma Triz ISO Malcolm Baldridge Quality Circles BPR Taguchi Kaizen A3 (PDCA)
  11. All based on Scientific Experimentation
  12. Quality is about Gaps • Knowledge Gap – difference between company perceptions of customers expect and what customers really expect • Standards Gap – difference between company perceptions and service quality specifications • Deliver Gap – difference between perceived expectations and actual service delivery • Communication Gap – difference between what is delivered and what is communicated • Perception Gap – difference between what customers expect and what they actually receive
  13. It’s simply about getting from point A to B What provides direction?
  14. Intuition Based or
  15. Data Based
  16. Metrics are simple numbers that measure the effectiveness of your business. • Metrics reduce arguments based on opinion. • Metrics gives you answers what really works. • Metrics show where your strengths are. • Metrics allow you to test anything. • Bosses love metrics.
  17. What is an A3? • A3s are A3s because they fit on A3 • Document on results from the PDCA cycle. • 4 Types of A3s • Problem Solving • Proposal • Status • Informational
  18. I like to think of an A3 as a mini-PDCA Team: Date: Title/Theme: Background/Definition: Current Conditions: Target: Determine Cause/Analysis: Countermeasures: Implementation: Follow-up:
  19. People > Process Quality must become part of everyday work thru Collaboration
  20. Why is it tough to engage? • Focus is challenged • Communication is inconsistent • Lack of Predictability • Risks
  21. People > Process President Administration Sales Finance Quality Operations Plant Paving Maintenance Assistant Organizations design process which are copies of their existing structures
  22. President Administration SalesQuality Operations Organizations must change to develop a more collaborative structure.
  23. Teams solve problems better than individuals How do you engage?
  24. I use POT A method many learned in college!
  25. Progress Ownership Transparency Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
  26. What is Progress? Gaps
  27. Standards – Current State • Expectations • Upward Communication • Metrics • Visual Controls • P.S. Standard work is layered
  28. Change in Standards – Moving to Future State • Expectations • Upward Communication • Metrics • Visual Controls • P.S. Standard work is layered
  29. Future State Don’t shoot for the moon!
  30. Future State Incremental Steps
  31. Future State Smaller Time Frame the better
  32. Organize Tasks in doable chunks This Week Next Week Next Month
  33. Simplicity = Clarity = Execution Understand Simplify Automate Learn from ERP
  34. Future State Small Mistakes are repairable
  35. Ownership Do you fight for ownership or is it managed?
  36. Quality Department comes down with issues.
  37. Assigns blame-Who me?
  38. The arguments start!
  39. Yeah, you!
  40. Cooler Minds prevail
  41. We agree to not disagree
  42. It’s that leading thing
  43. People will go above and beyond ..if part of solution
  44. Teamwork is an individual skill You must be • Willing to find problems • Own the problem • Solve the problem
  45. How, • See a problem = Document it • Own problem = 1 owner • Solve problem = Openly Discuss it ….which leads to…
  46. Transparency
  47. Transparency • Not welcomed in most organizations • Creates Work • Responses • Letters • Additional responsibilities • Recordation
  48. Follow the 2 Pizza Rule - Amazon, Jeff Bezos Make it manageable
  49. Quality Loader operator Ground Man Plant operator Plant Super. Break into Groups
  50. Smaller Groups • Informal communication • Better assignment of tasks • Easy Manageable Tasks • Increase participation • Reduces Information needed to be processed • Provides Clear Line of Sight
  51. Line of Sight Know what you Team Members are doing • Daily Standups • Weekly Tactical • Monthly Strategic • Quarterly Strategic Produc tion
  52. What about that “I” thing? Team Players are willing • Progress • Own • Transparent
  53. Quallaboration Starts with You
  54. Joe Dager Business901

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