Improving a global organisation s Culture of Quality via an on-line course series and associated initiatives

Transcription

1 Improving a global organisation s Culture of Quality via an on-line course series and associated initiatives Martin Andrew, Bob Janka, Randy Mehlon, Raj Rangaraj URS

2 Context Culture is central to performance Improving quality & business performance improving quality culture Topical! E.g. Forbes Insights/ASQ study

3 About URS Infrastructure & Environment Division

4 Commitment to Quality We are committed to serving our Clients, Shareholders and Employees by: Providing superior value and quality work products and services, on time the first time; Implementing a QMS that is employee empowered and management driven; and Continually improving our quality management processes

5 CoQ Improvement Campaign 2009 Reinforce the (then revitalised) QMS On-line annual course + Annual Initiatives Approach: Address key Q challenges Incorporate key literature ideas

6 CoQ Improv t Campaign Sequence Year Title 2010 Culture of Quality 2011 CoQ Walking the Talk 2012 CoQ Continual Improvement 2013 CoQ Good to Great 2014 CoQ Speak up! 2015 CoQ Making a Difference

7 2010: Culture of Quality Introduced 7 Quality Principles # Quality Principle 1 Focus on your Customer 2 Plan your work 3 Collaborate with others 4 Follow established procedures 5 Manage documentation 6 Check your work 7 Improve continually

8 2011: CoQ Walking the Talk Introduced 6 Leadership Behaviours # Leadership Behaviours 1 Measure quality performance 2 Allocate resources to QMS activities 3 Integrate the QMS into work methods and procedures 4 Promote quality 5 Mentor usage of the Quality Principles 6 Use appropriate consequences to influence behaviour

9 2012: CoQ Continual Improvement

10 2012: CoQ Continual Improvement Office Quality Improvement Plan Quality improvement projects KPIs and Targets Business continuity

11 2012: Baseline CoQ Survey of Staff Performance against 7 QPs and 6 LBs: Staff individually Their work colleagues 4-point scale: Seldom effectively frequently & effectively 5 Open-ended questions

12 2012: Baseline CoQ Survey of Staff

13 2012: Baseline CoQ Survey of Staff

14 2012: Baseline CoQ Survey of Staff Free text responses Most frequent areas for personal Quality improvement: Communicate effectively to address problems Self-check my work Plan for checks and reviews Periodically evaluate improvement opportunities Follow procedures

15 2013: CoQ Good to Great Good to Great concept URS competitors Good There is a vacant niche : Timeliness Responsiveness Understanding client s needs Quality of documentation Great = opportunity superior value and quality work products and services, on time the first time

16 2013: CoQ Good to Great Office Manager presentation Break-out groups

17 2013: CoQ Good to Great 340 individual improvement ideas were identified

18 2014: CoQ Speak up! Speak up behaviour Speak up Card

19 2015: CoQ Making a Difference Fred Factor Mark Sanborn Work Smart Plan

20 2015: CoQ Making a Difference The collective, cumulative impact of everyone working smarter

21 CoQ Key principles QP #1: Focus on the customer Team is close to staff Course feedback Staff want practical not theory Innovation through best practices

22 Complementary innovations Quality medallions / recognitions (2009) Quality Metrics (2010) Quality Moments (2011) Quality Induction courses (2012) Yammer (2012) Global Online Client Survey System (OCSS) (2007; 2013) Quality performance in annual staff appraisals (2013)

23 Impact of CoQ Improvement Camp n Values that guide decision-making and behaviour Focus and management style of senior managers Annual training

24 Status of CoQ Attributes in URS CoQ Component Clearly visible, engaged and unwavering senior management support for quality initiatives Clearly articulated vision and values Active and ongoing engagement with customers to continually identify and address current and evolving needs Clearly stated Quality goals Performance expectations for all individuals throughout the company that clearly link to quality goals Appropriate incentives which can favour monetary or recognition based rewards, depending on individual circumstances URS

25 CoQ Reflections CoQ Improvement Campaign is impactful Individuals impact quality & business results Sharing improvement ideas amplification Getting everyone involved buy in Good to Great is a journey Where to from here?

26 2012: CoQ Questions and Discussion

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