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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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