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Improving Quality



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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Improving Quality Improving Quality Presentation Transcript

  • Joe DagerBusiness901
  • What does Quality bring• High Morale• Everybody wins• And…
  • The trouble with Quality
  • Paperwork
  • Led
  • Conform or else
  • How can we encourage andsupport everyone to beresponsible for Quality?
  • Quality can be part of everyday work thru Quallaboration Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
  • Quality Control is concerned with the productQuality Assurance is process–oriented.
  • Quality Assurance Needs to have a process for improvement.PDCA Quality CirclesSix Sigma BPRTriz TaguchiISO KaizenMalcolm Baldridge A3 (PDCA)
  • All based on ScientificExperimentation
  • 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
  • It’s simply about getting from point A to BWhat provides direction?
  • Intuition Based or
  • Data Based
  • 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.
  • 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
  • I like to think of an A3 as a mini-PDCATeam: Date: Countermeasures:Title/Theme:Background/Definition: Implementation:Current Conditions:Target:Determine Cause/Analysis: Follow-up:
  • People > ProcessQuality must become part of everyday work thru Collaboration
  • Why is it tough to engage?• Focus is challenged• Communication is inconsistent• Lack of Predictability• Risks
  • People > Process President Assistant Administration Sales Finance Quality OperationsOrganizations design process Plantwhich are copies of their Pavingexisting structures Maintenance
  • President Operations Administration Quality SalesOrganizations must change to develop a more collaborative structure.
  • Teamssolve problemsbetter thanindividuals How do you engage?
  • I usePOTA method many learned in college!
  • Progress Ownership TransparencyLater refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
  • What isProgress? Gaps
  • Standards – Current State • Expectations • Upward Communication • Metrics • Visual Controls • P.S. Standard work is layered
  • Change in Standards –Moving to Future State • Expectations • Upward Communication • Metrics • Visual Controls • P.S. Standard work is layered
  • Future State Don’t shootfor the moon!
  • Future State Incremental Steps
  • Future State Smaller Time Frame the better
  • Organize Tasks in doable chunksThis Week Next Week Next Month
  • Simplicity = Clarity = ExecutionUnderstand Simplify Automate Learn from ERP
  • Future State Small Mistakes are repairable
  • OwnershipDo you fight for ownership or is it managed?
  • QualityDepartmentcomes downwith issues.
  • Assigns blame-Who me?
  • The arguments start!
  • Yeah, you!
  • Cooler Minds prevail
  • We agree to not disagree
  • It’s thatleading thing
  • People will go above and beyond ..if part of solution
  • Teamwork is an individual skillYou must be• Willing to find problems• Own the problem• Solve the problem
  • How,• See a problem = Document it• Own problem = 1 owner• Solve problem = Openly Discuss it ….which leads to…
  • Transparency
  • Transparency• Not welcomed in most organizations• Creates Work • Responses • Letters • Additional responsibilities • Recordation
  • Make it manageable Follow the 2 Pizza Rule - Amazon, Jeff Bezos
  • Break into Groups Quality Plant Loader Super. operator Plant Ground operator Man
  • Smaller Groups• Informal communication• Better assignment of tasks• Easy Manageable Tasks• Increase participation• Reduces Information needed to be processed• Provides Clear Line of Sight
  • Line of Sight Produc tionKnow what you TeamMembers are doing• Daily Standups• Weekly Tactical• Monthly Strategic• Quarterly Strategic
  • What about that “I” thing? Team Players are willing • Progress • Own • Transparent
  • QuallaborationStarts with You
  • Joe DagerBusiness901