Wabash Valley ASQ Meeting Baldrige Award Overview 11 October 2007

Transcription

1 We Serve in Silence. Rock Steady. No Slack. Wabash Valley ASQ Meeting Baldrige Award Overview 11 October 2007 Presented by: Scott S. Haraburda, PhD, PE Colonel, Chemical Corps Commander, 464 th Chemical Brigade and Deputy Site Project Manager Newport Chemical Agent Disposal Facility (765) (voice) (765) (facsimile) 1

2 Agenda 464 th Chemical Brigade Info NECDF Info Baldrige Award Background Baldrige Award Criteria Examples from Baldrige Award Recipients Questions??? 2

3 I C I I B B/ X II 444 II I 431 JA I I I I I A 458 I 925 A 365 I I det C 365 B I II 365 FF FF I FF FF II B/319 (det 1) CMU I

4 Newport Chemical Agent Disposal Facility (a one-of-a-kind facility designed d to chemically neutralize nerve agent VX) The plant occupies 23 acres within the boundaries of the Newport Chemical Depot 4

5 NECDF Process Agent is safely neutralized in steel reactors by thoroughly mixing with heated sodium hydroxide and water. The resulting wastewater is tested in an onsite laboratory to confirm agent neutralization is complete. Then transferred to ISO containers and shipped to a TSDF. At the NECDF, steel agent containers are placed onto the Chemical Agent Transfer System (CHATS) for VX transfer. The steel containers are then heated to 1000 F in a TCL-ESD for an hour. Afterwards being shipped to a smelter. Highly trained operators manually drain agent from the containers. This is accomplished within the CHATS - an airtight glove box system. To date, the Newport work force has safely neutralized 65 percent of the NECD chemical agent VX stockpile. 5

6 What Is the Baldrige National Quality Program? Operates as a public-private partnership Manages the Malcolm Baldrige National Quality Award Provides global leadership in promoting performance excellence Disseminates information 6

7 What Is the History of the Program? The Malcolm Baldrige National Quality Improvement Act of 1987, Public Law Created Award program to identify/recognize role model businesses establish criteria for evaluating improvement efforts disseminate/share best practices Expanded to health care and education (1998) Expanded to nonprofit sector (2005) 7

8 Who Are the Baldrige Partners? Department of Commerce Foundation for the Malcolm Baldrige National Quality Award Technology Administration Board of Overseers Baldrige Award Recipients National a Institute of Standards and Technology Cooperating Organizations Alliance for Performance Excellence Professional Societies Trade Associations State and Local Programs Contractor ASQ Board of Examiners Judges Senior Examiners Examiners 8

9 Program Participants 67 Award recipients (71 Awards) 1,139 Baldrige Award applications More than 4,400 trained Examiners Widespread participation Private sector contributions provide over 90% of Program support Original 1988 Board of Examiners 9

10 States With State or Local Award Programs Note: Five states have more than one quality award program. 10

11 2006 State, Regional, and Local Program Statistics ti ti 43 active programs in 41 states Received 426 award applications* Trained 2,115 Examiners* 53 recipients i earned the highest h level l award in their states* * Data of 35 states who report through the Alliance for Performance Excellence 11

12 The Baldrige Criteria The Criteria for Performance Excellence emphasize Continuous performance improvement Innovation Integrating processes Results The Criteria for Performance Excellence focus on common requirements and are Nonprescriptive Holistic Inclusive Adaptable Integrative 12

13 Seven Categories of the Business/Nonprofit Criteria Leadership Strategic Planning Customer and Market Focus Measurement, Analysis, and Knowledge Management Workforce Focus Process Management Results 13

14 Baldrige Criteria Framework: AS Systems Perspective 14

15 Six Sigma and Lean How they relate to the seven Baldrige Criteria categories 15

16 Item Format 16

17 1. The Leadership Category Baldrige, Lean, and Six Sigma all depend on leaders who Align financial and human resources Communicate cultural lnorms Encourage and provide resources Solidify a culture of organizational excellence Only Baldrige addresses the overall leadership system. 17

18 2. Strategic Planning Category Lean and Six Sigma can be methodologies for coordinating resource use toward organizational objectives identified using the Baldrige Criteria. Six Sigma provides tools for measuring progress. Good 100% 95% 90% 85% Organizational Strategy Critical Perform ance Measures 10 0 % 98% 95% 94% 94% DM Actual DM Goal 18

19 Customer and Market Focus Category Customerdefined value Quantification of customer needs is the key. Satisfaction Determination Lean environments aim for all process steps to be something for which the customer is willing to pay. Map and understand value stream Continuous process improvement Make value stream flow Performance measures, and analyses Use feedback and analyses to improve Percent Satisfaction with Product, Service Attributes QUALITY All Customers BAR SERVICE % On Time Non-egg Supplier BAR 2002 BAR 2003 Claims Complaints per Mill Pounds Produced All Customers YTD Avg. '01 '02 '03 '04 '05 '06 YTD On Time Delivery BAR '01 '02 '03 '04 '05 '06 YTD SFF OTD BAR OTD In Baldrige and Six Sigma, the voice of the customer is used to identify areas of needed improvement. 19

20 4. Measurement, Analysis, and Knowledge Management Category Six Sigma is data- Lean measures, driven: analyzes, and reduces: specific metrics waiting time data collection inventory data analysis batches control data process time rework 20

21 5. Workforce Focus Category Employee Satisfaction Six Sigma and Lean methodologies require Leadership development Training Compensation alignment Culture shift 21

22 Process Management Category Lean or Six Sigma methodologies are used to Generate standard operating procedures Set specification and control limits Identify explicit corrective actions Optimize processes C pk =1.25 C pk = 4.42 Jan '02 Jan '03 Mar '05 Process Avg Spec Target UCL LCL Upper Spec Limit Lower Spec Limit Processes are it interrelated ltdand dit interdependent d t steps along the path to customer satisfaction. 22

23 7. Results Category Six Sigma and Lean are data-driven and results-oriented. Their use leads to tracking systems (control charts, scorecards, rolled throughput yield charts, etc.), and results monitoring in functional business areas where the methodologies are applied. Results: Drop-Out Rates Drop-Out Rate 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% School Year 23

24 Summary Baldrige Criteria focus on organizational improvement and innovation systems. Six Sigma and Lean methodologies drive waste and inefficiencies out of processes that the Baldrige Criteria identify for improvement. Six Sigma and Lean focus on organizational improvement and innovation processes. 24

25 Benefits of Self-Assessment Identify successes and opportunities for improvement Jump-start a change initiative Energize improvement initiatives Energize employees Focus your organization on common goals Assess performance against the competition i Align your resources with your strategic objectives 25

26 Four Tools and Approaches 1. Use Are We Making Progress? and Are We Making Progress as Leaders? 2. Take the Easy Insight (formerly e-baldrige) assessment 3. Complete the Organizational i Profile 4. Answer the 18 Criteria Item title questions 5. Conduct a full self-assessment 26

27 Are We Making Progress? Questionnaires Are We Making Progress? Are We Making Progress as Leaders? One questionnaire for employees, & one for the leadership team Seven-category framework 40 statements, five-point scale 27

28 How Can I Learn More About Self-Assessment Tools? Easy Insight (formerly e-baldrige) Getting Started brochure Why Apply? brochure Are We Making Progress? questionnaire Are We Making Progress as Leaders? questionnaire Cit Criteria i for Performance Excellence Web site: gov 28

29 Army Performance Improvement Criteria (APIC) The APIC provides a framework for in-depth organizational assessment and measurement of continuous improvement efforts. Based on the Malcolm Baldrige Criteria i for Performance Excellence, it establishes common performance criteria to facilitate communication and sharing of best practices between Army organizations, business and industry. In 1988, the Secretary of Defense issued the challenge to all of the services to become the most efficient organizations possible. The Army acted immediately on this directive and later codified it in AR 5-1 1, Army Management Philosophy. Published by the Director of Management in AR 5-1 established policy, procedures, and responsibilities for performance improvement and efficiency for all Army organizations. The APIC was first published in 1995 to provide a standard method of measuring the results of continuous improvement efforts. It is updated and refined annually. 29

30 Examples from Actual National Quality Award Recipient 30

31 Medrad: Leadership 31

32 Monfort: Strategic Planning Strategic Management Process 1 Mission, Vision, and Values 2 Situation Analysis (SWOT) Internal Input External Input 3 Strategic Objectives 4 Identification of annual priorities, strategies, and goals 5 ADMC approves annual goals/strategies Implementation Strategies 6 7 Strategy deployment Financial resources applied 8 9 ADMC, committees, depts., faculty, and staff work on priority action items ADMC monitors results by measuring/adjusting KPIs 10 ADMC reviews planning results; improve process for next cycle Control Schedule 32

33 Monfort: Strategic Planning Strategy Deployment Strategic Objective Action Plans KPI Tracking Measures HRM Assignments 1. Build a high- quality student population L Finley Scholarships High-quality entering freshmen Recruited faculty volunteer to direct program L Improved high school contacts High-quality entering freshmen Dean/Admissions key partnership S MCB Listens Student satisfaction and retention rates Assigned tracking to assistant dean S Align curriculum to current trends Student learning in business ADMC and Curriculum Committee L = Long-term (in place) S = Short-term (new) 33

34 Saint Luke s: Strategic Planning 34

35 Spring Long-Term Planning 4 Review previous performance, SID and determine key services & processes 5 Review/revise PFE, LT objectives, and LT capital assumptions 6 Develop key themes and preliminary ST assumptions Winter Evaluation & Input 1 Process Effectiveness Review 2 SID compiled by BDD 3 Gather input from stakeholders regarding ST/LT challenges and opportunities CONTINUOUS 12 Organizational performance reviews Progress updates Current information Summer Budget & Short-Term Planning 7 SOT s present ST objectives, tactics and resources required to ET 8 Resources allocated by ET through capital planning retreat, budget, LT financial plan, and staffing plans Strategic Management Model Fall Approval & Deployment 9 Annual strategic plan, budget, and staffing plans approved by ET and BOD 10 SOT s finalize scorecard measures 11 Deployment: SOT Action Plans, Strategic Plan Cascade, SPMS, Three C s Communications 35

36 Bama: Customer & Market Focus 36

37 CFSC (U.S.): Customer & Market Focus 37

38 Stoner: Customer & Market Focus 38

39 Saint Luke s: Customer & Market Focus 39

40 Park Place Lexus: Customer and Market Focus 40

41 Texas Nameplate: Measurement, Analysis, & Knowledge Management 41

42 BHI: Measurement, Analysis, & Knowledge Management 42

43 BHI: Measurement, Analysis, & Knowledge Management 43

44 Boeing AS: Human Resource Focus 44

45 CFSC (U.S.): Human Resource Focus 45

46 Texas Nameplate: Human Resource Focus 46

47 BHI: Human Resource Focus 47

48 BHI: Human Resource Focus 48

49 Bama: Process Management 49

50 Boeing AS: Process Management 50

51 Bama: Results 51

52 Bama: Results 52

53 Boeing AS: Results 53

54 Boeing AS: Results 54

55 BHI: Results 55

56 Questions? 56