The New Quality Culture What’s Wrong With Yours?.
-
Upload
darrell-harper -
Category
Documents
-
view
216 -
download
0
Transcript of The New Quality Culture What’s Wrong With Yours?.
The New Quality Culture
What’s Wrong With Yours?
All Rights Reserved, Juran Institute, Inc. (slide name here) 2 .PPT
Founded in 1979 by Dr. Joseph M. Juran – one of the vital few contributors to the Quality Revolution and Six Sigma
The first client was Motorola
Over 50 years of documentation and experience prior to 1979
Leading source worldwide for research, consulting, and education in managing for quality to achieve superior business results
Juran’s Quality Handbook is the global standard and reference
We are in the business of quality and performance improvement
““All improvement takes All improvement takes place project by place project by
project ... and in no project ... and in no other way.”other way.”
Dr. Joseph M. JuranDr. Joseph M. Juran
““All improvement takes All improvement takes place project by place project by
project ... and in no project ... and in no other way.”other way.”
Dr. Joseph M. JuranDr. Joseph M. Juran
Juran: Improving Quality and Business Performance
For Over 25 Years, Juran Institute Has Helped Organizations Improve Quality and Business Performance
All Rights Reserved, Juran Institute, Inc. (slide name here) 3 .PPT
““Celebrating his 101Celebrating his 101STST
Year - 2005 ”Year - 2005 ”
Dr. Joseph M. JuranDr. Joseph M. Juran
““Celebrating his 101Celebrating his 101STST
Year - 2005 ”Year - 2005 ”
Dr. Joseph M. JuranDr. Joseph M. Juran
““All improvement takes place All improvement takes place project by project ... and in no project by project ... and in no
other way.”other way.”
Dr. Joseph M. Juran Dr. Joseph M. Juran
““He Created the Pareto Principle,He Created the Pareto Principle,The Universal Sequence for The Universal Sequence for
Breakthrough,Breakthrough,and Juran Institute”and Juran Institute”
““All improvement takes place All improvement takes place project by project ... and in no project by project ... and in no
other way.”other way.”
Dr. Joseph M. Juran Dr. Joseph M. Juran
““He Created the Pareto Principle,He Created the Pareto Principle,The Universal Sequence for The Universal Sequence for
Breakthrough,Breakthrough,and Juran Institute”and Juran Institute”
Who Are We?
All Rights Reserved, Juran Institute, Inc. (slide name here) 4 .PPT
What Is a Quality Culture?
A Quality Culture is the organizational capabilities,and habits and beliefs, which enable an
organization to design and deliver products and services that can meet customer needs and be successful in the marketplace
over the long term.
What’s Wrong WithYour Current Culture?
All Rights Reserved, Juran Institute, Inc. (slide name here) 6 .PPT
Still a lot of silos—not working across functions Management abdicating quality Executives seem to have forgotten customers Not sure what to do about quality Conflicting strategies—low cost and customer satisfaction Growth strategies with little means to achieve them Poor alignment of goals to strategies Focusing on cost reduction vs. quality improvement Poor planning capabilities Poorly known or controlled processes Not monitoring fast paced macro-social or economic events that can
impact future success Not tying performance to satisfying customers No internal capabilities to make organizations effective No tie in of daily work to strategies….
What’s Wrong With Your Culture?
So What DoesIt Matter?
All Rights Reserved, Juran Institute, Inc. (slide name here) 8 .PPT
Quality failures are on the increase—pharmaceutical, automotive, aerospace, health care—how about your enterprise?
A generation of employees that may be losing its ability to compete Long-term success of enterprises in jeopardy Baby boomers, who grew up on quality, will retire and create a vacuum of
jobs and lesser skilled (in quality) employees will replace them—15 million of them
We worry about India but they are not the answer; their current graduation rates will provide only 2% of the I.T. positions in the US
Not training new employees in the tools and techniques for managing quality—only tools to reduce costs—”fad for fad” versus what is really needed
Management not willing to refocus energy and capabilities to create a quality culture until a crisis hits
Your job may become extinct Today’s QC/QA functions are diminishing!
So What?
What Should the NewCulture Look Like?
All Rights Reserved, Juran Institute, Inc. (slide name here) 10 .PPT
Moving from cost-based quality to value-based quality Relentless pursuit of process efficiency and effectiveness Better understanding of the Universal Managing for Quality to
integrate Six Sigma-like programs Process optimization through multi-functional improvements Enterprise-wide Assurance Systems to maintain daily control Expanding the “Q.A. function” to include Sarbanes Oxley Audits
as part of the Enterprise Assurance System Bi-lingual employees—they know finance and quality Multi-tasking employees trained in quality assurance and control,
not just improvement Annual and bi-annual renewal of programs aimed at performance
improvement to avoid Six Sigma surges and collapses
What do you think?
What Should the New Culture Look Like?
All Rights Reserved, Juran Institute, Inc. (slide name here) 11 .PPT
Design Q + SS Improvement + Lean Enterprise
RightServices
FewDeficiencies
Synchronous FlowVelocity
Competitive Price
ImproveShare
Fast CycleTime
Low Re-do, Less Costs
Efficient Processes
Better Bottom Line
Effective Processes
Top Line Growth Faster Process Speed
Breakthrough PerformanceCustomer DelightIncreased Value
Breakthrough PerformanceCustomer DelightIncreased Value
Being Multi-Lingual
All Rights Reserved, Juran Institute, Inc. (slide name here) 12 .PPT
THE JURAN TRILOGY ®
Time
Planning
Imp
rove
men
t
Transfer the Lessons Learned
Control
6 Sigma
3 Sigma
1 Sigma
Control
Seven Deadly WastesCOPQ
Enterprise Assurance
All Rights Reserved, Juran Institute, Inc. (slide name here) 13 .PPT
THE JURAN TRILOGY ®
Time
Planning
Imp
rove
men
t
Transfer the Lessons Learned
Control
6 Sigma
3 Sigma
1 Sigma
Control
Seven Deadly WastesCOPQ
DESIGNFOR LEAN
Lean to Control:Visual Control
Kan BanError Proofing
Standard Work Procedures
Lean to Control:Visual Control
Kan BanError Proofing
Standard Work Procedures
Lean to Improve:Value Stream Mapping
SMEDKaizen- RIT
Single Piece FlowCell Design
Set-Up Reduction
Lean to Improve:Value Stream Mapping
SMEDKaizen- RIT
Single Piece FlowCell Design
Set-Up Reduction
How Does Lean Fit In?
All Rights Reserved, Juran Institute, Inc. (slide name here) 14 .PPT
IdentifyStrategicDrivers
IdentifyStrategicDrivers
Assessthe
CurrentState(VSA)
Assessthe
CurrentState(VSA) Identify &
EstablishProjects
Identify &EstablishProjects
Designand
ImplementSolutions
Designand
ImplementSolutions
Achieve andHold
Gains
Achieve andHold
Gains
ReplicateResults,
Drive CultureChange
ReplicateResults,
Drive CultureChange
Enterprise Assurance (JACHO, ISO)Enterprise Assurance (JACHO, ISO)
Rapid Rapid ImprovementImprovement
ProjectsProjects
Six Sigma Projects
DATA MINING AND MANAGEMENT DATA MINING AND MANAGEMENT
A Deployment Roadmap
What Can You DoWhen You Leave Here?
All Rights Reserved, Juran Institute, Inc. (slide name here) 16 .PPT
1. Conduct a Quality Maturity Assessment to better understand your enterprise capabilities related to the quality culture.
2. Plan to streamline the quality function; make it strategic and drive quality through the functions and daily work processes.
3. Evaluate your quality function skill set to determine if your staff can handle enterprise assurance.
4. Take all your Belts and retrain them on Quality Planning, Improvement, and Control (at least on Root Cause Analysis).
5. Find an Executive that can Champion quality – you cannot do it alone!
What Can You Do When You Leave Here?
All Rights Reserved, Juran Institute, Inc. (slide name here) 17 .PPT
Our mission is to enable organizations to achieve sustainable breakthrough results
Our mission is to enable organizations to achieve sustainable breakthrough results
WWW.JURAN.COM