Process Quality Monitoring and Continual Process Improvement

Transcription

1 Process Quality Monitoring and Continual Process Improvement

2 Table of Contents Designing with Quality in Mind Quality Culture Understanding Customer Needs Quality Metrics for the Manufacturing Sector Quality Metrics for the Service Sector Continuous Process Improvement Quality Systems Improvements Kaizen Events 5S and Other Tools Monitoring Quality The Good, The Bad and the Ugly Implementing Changes

3 Quality Culture Total Quality Management philosophy, culture, strategy or management style of a company according to which all persons in the same, study, practice, participate and promote continuous quality improvement. How does Disney achieve this?

4 Understanding Customer Needs Internal Clients Internal Clients Employees Production of Products (Toys) Service to Consumers (Amusement Parks) Employee Benefits Promotion Opportunities Performance Recognition Equality of Each Employee

5 Understanding Customer Needs Internal Clients IDEO Innovation, Design, Engineering Organization Rewards are not based on hierarchy, they are based on number of projects undertaken Voice of every employee is heard Employees realize their full potential and fulfill career aspirations

6 Understanding Customer Needs External Clients External Clients Customers Perceived Quality through how they sell, types of products and services Increased Customer Satisfaction Internal Efficiency Increased Productivity Higher Profits Lower Costs High Quality Products

7 Understanding Customer Needs External Clients External Clients Customers Attention to Minute Details Role of Employees in Delivery of Service Training Process Cast Members and Team Work Regular Meetings to Evaluate Effectiveness Quality of Individual Jobs Contributes to Company Success

8 10 Effective Measurements of Quality 1. Define Purpose and Use for the Measurement 2. Emphasize Customer Related Measurements (both internal and external) 3. Focus on Useful (not Easy) Measurements 4. Provide for Planning and Implementation Participation from All Levels 5. Provide for making Measurements Close to the Activity They Impact (Facilitates Diagnosis and Decision Making)

9 10 Effective Measurements of Quality 6. Provide Concurrent, Leading and Lagging Indicators (Present, Future and Past) 7. Plan for Data Management and Presentation 8. Seek Simplicity for Data Collection and Presentation (Check Sheets and Graphs) 9. Periodic Evaluations of Data Usefulness 10. Use Measurements to Create Training Programs for Improvements

10 Quality Metrics for Manufacturing Sector Common Measurements of Work Output Quality of Manufacturing Output % Output Meeting Specifications at Inspection % Output Meeting Specifications at Intermediate and Final Inspections Amount of Scrap and Re-Work % Output Shipped under Waiver of Specifications

11 Quality Metrics for Manufacturing Sector Quality of Manufacturing Output # Defects Found in Product Audit (after Inspection) Warranty Costs due to Manufacturing Defects Overall Product Quality (defects in ppm, defects per unit, defects per critical characteristics)

12 Quality Metrics for Manufacturing Sector Quality of Input to Manufacturing % Critical Operations with Certified Workers Amount of Downtime of Manufacturing Equipment % Product Input Meeting Specifications % Instruments Meeting Calibration Schedules % Specifications Requiring Changes after Release

13 Quality Metrics for Manufacturing Sector Troubleshooting When: Performance Indicator is outside control limits Performance Indicator shows a trend towards control limits Steps Identify Problem Diagnose Problem Remedial Action

14 Quality Metrics for Manufacturing Sector Quality Improvement When: Control limits are too wide Performance Indicator frequently misses target Steps Identify Project Establish Project Remedy Cause Hold the Gains

15 Quality Metrics for Manufacturing Sector Quality Planning When: Many Performance Indicators frequently miss targets Customer has significant needs that product does not meet Steps Establish Project Identify & Discover Customer Needs Develop Product & Process Design Controls

16 Quality Metrics for Manufacturing Sector 80% of quality problems are management controllable Activities to integrate quality in manufacturing planning have two objectives: Prevent Defects Minimize Variability Discover relationships with a flow diagram Error-Proofing a process is an important element of prevention For human beings to be in state of self-control, they must have knowledge of what they are supposed to do, knowledge of what they are actually doing, and process that is capable of meeting specifications and can be regulated Failure to meet these means the quality problem is management controllable.

17 Quality Metrics for Service Sector Process Effectiveness Measures Results measures are primarily customer perceptions of outcomes. Measures of outcomes = Results Measures of process = Process Overview & Details

18 Monitoring Quality The Good Quality Products associated with Brand Ease of Expansion Continuous Improvement and Modifications to Successful Process End-User Experience is Central Focus Owning a process instead of passing it on creates accountability and success

19 Monitoring Quality The Bad Disney experience is targeted to specific income (expensive) Captive audience and transportation Expensive to maintain (food, lodging, children pay premium as well)

20 Monitoring Quality The Ugly Captive Audience (Raining Rain Gear Opportunity) No refunds, restrictions Fast Pass experience (increase line waiting times for stand-by)

21 Monitoring Quality Implementing Changes Review Process Intermittently and Unscheduled Implementing systems for change (NO Band-Aids) Process vs. People

22 Continuous Process Improvements - Tools Six Sigma Leadership Engaged from Top to Bottom Full-Time Staff of Business Leaders, Projects, Experts and Facilitators Training (Black Belt) Customer-Oriented and Focused on Processes Benchmarking

23 Continuous Process Improvements - Tools Kaizen Events Description of Problem Impact of Problem Reporter Problem Description of Solution Impact of Solution / Lessons Learned Solution Implementation Date

24 Continuous Process Improvements - Tools Kanban Kanban is a method for managing knowledge work which balances demands for work with the available capacity for new work. Work items are visualized to give participants a view of progress and process, from task definition to customer delivery. Inventory Control (FIFO, JIT)

25 Questions 1. How are continual process improvement initiatives being determined? 2. How are continual process improvement initiatives being tracked - in the APR or during council meetings or as metrics?