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

1. Joe Dager
Business901

2. What does Quality
bring
• High Morale
• Everybody wins
• And…

4. The trouble
with
Quality

5. Paperwork

6. Led

7. Conform
or else

8. How can we
encourage and
support everyone to be
responsible for Quality?

9. Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of
Personal Kanban

10. Quality Control
is concerned with the product
Quality Assurance
is process–oriented.

11. Quality Assurance
Needs to have a process for
improvement.
PDCA
Six Sigma
Triz
ISO
Malcolm Baldridge
Quality Circles
BPR
Taguchi
Kaizen
A3 (PDCA)

12. All based
on Scientific
Experimentation

13. 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

14. It’s simply about getting
from point A to B
What provides direction?

15. Intuition Based or

16. Data Based

17. 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.

18. 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

19. 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:

20. People > Process
Quality must become part of everyday work thru
Collaboration

21. Why is it tough to engage?
• Focus is challenged
• Communication is inconsistent
• Lack of Predictability
• Risks

22. People > Process
President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process
which are copies of their
existing structures

23. President
Administration
Sales
Quality
Operations
Organizations must change to develop a
more collaborative structure.

24. Teams
solve problems
better than
individuals
How do you engage?

25. I use
POT
A method many learned in college!

26. Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto

27. What is
Progress?
Gaps

28. Standards –
Current State
• Expectations
• Upward Communication
• Metrics
• Visual Controls
• P.S. Standard work is layered

29. Change in Standards –
Moving to Future State
• Expectations
• Upward Communication
• Metrics
• Visual Controls
• P.S. Standard work is layered

30. Future State
Don’t shoot
for the moon!

31. Future State
Incremental
Steps

32. Future State
Smaller Time Frame the better

33. Organize Tasks in
doable chunks
This Week Next Week Next Month

34. Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP

35. Future State
Small Mistakes are repairable

36. Ownership
Do you fight for ownership or is it managed?

37. Quality
Department
comes down
with issues.

38. Assigns blame-Who me?

39. The arguments start!

40. Yeah, you!

41. Cooler Minds
prevail

42. We agree to not disagree

43. It’s
that
leading thing

44. People will go above and beyond
..if part of solution

45. Teamwork is an individual skill
You must be
• Willing to find problems
• Own the problem
• Solve the problem

46. How,
• See a problem = Document it
• Own problem = 1 owner
• Solve problem = Openly Discuss it
….which leads to…

47. Transparency

48. Transparency
• Not welcomed in most organizations
• Creates Work
• Responses
• Letters
• Additional responsibilities
• Recordation

49. Follow the 2
Pizza Rule
- Amazon, Jeff
Bezos
Make it manageable

50. Quality
Loader
operator
Ground
Man
Plant
operator
Plant
Super.
Break into Groups

51. Smaller Groups
• Informal communication
• Better assignment of tasks
• Easy Manageable Tasks
• Increase participation
• Reduces Information needed to be processed
• Provides Clear Line of Sight

52. Line of Sight
Know what you Team
Members are doing
• Daily Standups
• Weekly Tactical
• Monthly Strategic
• Quarterly Strategic
Produc
tion

53. What about that “I” thing?
Team Players are willing
• Progress
• Own
• Transparent

54. Quallaboration
Starts with You

55. Joe Dager
Business901