Product and Quality Leadership Exam 3 Flashcards
implementation plan
what needs to be done to make the solutions happen
an implementation plan needs to know
who, when, how
an implementation plan requires
communication, training, change (or create) the system, how and when they will evaluate improvements
continuous improvement
A process that ensures things get done
A process for continuous improvement is not the same thing as
making an improvement
for a continuous improvement process you need to
Keep it simple and Visual
The process could be
daily, weekly, monthly, quarterly, semesterly, annually
continuous improvement amazon example
Every week the managers look at the bottom 5 performers and ask them what their barriers are so they can fix them
Three things to be included in a continuous improvement process:
- What needs to be improved
- Actions to improvement
- Follow up to make sure it happens
Cautions for continuous improvement
- Not an employee complaint system: Think business/process improvement system
- More than fixing one problem or making an improvement
“If we’re so good at continuous improvement, why isn’t profit increasing?”
- Someone isn’t connecting the dots between the thing we are doing and increasing profits: Managers need to set expectations
- Must first figure out what it is you want to improve (make sure it has an impact)
Relating process improvements to
organizational performance
Real improvement:
it shows up on the bottom line or impacts profit
REAL improvement Starbucks example
- Wanted to reduce waste to create more time for customer engagement to increase the “Starbucks experience”, community feel
- Speed up a process: Put a spout on the caramel bottle
- Change layout to face the customer: Engaged the customer more
what makes the Starbucks example REAL improvement
- If you have demand its immediate revenue, increasing revenue today
- Revenue tomorrow, because you are increasing value for the customer
- Cuts cost (less labor) or can do more things during a shift with the same amount of people
People think they are making improvements because they fix things when they are broken but it that’s
not right because it has to work continuously
Every organization is either green and growing or
ripe and rotting
Before you can LEAD a Continuous Improvement Culture YOU must HAVE a
Personal PROCESS that can be sustained
Toyota principle #9: grow leaders who
understand the work, live the philosophy, and teach it to others
Understand the work:
- PQL content
- Process approach to improvement
- Meta-skills
- Pareto affect
Live the philosophy:
- Use it or lose it (Speaking Spanish in high school and not being able to now)
- Start small
- Make it a habit (Do it so much its hard to stop)
- Teach it to others:
- You can’t do it alone
- Objective is to create a culture where everyone is involved
- JIT training:
- Train people when they need to use it (not early)
- Learn then apply to understand the context
- Verify accuracy of understanding
- Productivity - accomplish while learning
- Ownership
personal process
- Thinking is invisible, have tot write things down
- Journal/record/log/”whatever”
○ Identify and document problems /opportunities
○ Document actions and the date
○ Follow up - accountability
productivity
outputs/inputs
Dimension of Product Quality:
- Free of defects
- Performance
- Features
- Reliability
- Conformance
- Durability
- serviceability
- Aesthetics
define Quality Management principles:
the underlying ideas built into any quality management system
the Quality Management principles:
- Customer focus
- Leadership
- Involvement of people
- Continual improvement
- Process approach
- Factual approach to decision making
ISO9000 History
most widely use around the world, used by big and small companies, first published in 1985, mil standards
ISO9000 (core requirements):
a list of requirements, 20 sum guidelines or rules, that companies have to implement in their organization, and if they follow them they company will get high quality on a consistent basis, the same for every single company that applies them
ISO9000 Industry specific interpretations (add-ons)
companies that add on more core standards that are specific to the industries
ISO9000 What vs. How
The standards says what has to be achieved is the exact same thing, but how it is implemented looks different in different industries
Having a system in place does not guarantee of quality
if people or the organization is not following them then its as if there isn’t a QMS
The triangle represents a hierarchy of authority
○ Internal standards organization: gives out the certification
○ Accreditation bodies
○ Registration bodies (external auditors)
Registration bodies (external auditors)
- They audit a system
- Look at the training matrix’s
- Non-compliance: have to do corrective action for both
- Renewal requirements
Minor non-compliance:
the system in place but there are some flaws in it
Major non-compliance:
Shows there is no evidence of the system in place (based on a small sample)
Benefits of ISO9000
○ May be required by industry: because they don’t want to take chances on quality
○ One standard, global acceptance: anyone in the world has a ISO9000 is equal to any other company using ISO9000
Benefits for any Quality Management System:
○ Reduced costs
○ Increased revenue
Examples of requirements standards:
- Product identification and traceability
- Process control
- Containment of non conformances
- Corrective and preventive action
- Internal quality audits
- Training
Product identification and traceability:
○ the company must identify the product so that it is traceable from the market place back to the raw materials and visa versa
○ Important for product recalls: Can identify what batch is bad, and recall those specify defected products
○ Tracked by product ID numbers
○ they all have to be traceable back to the raw material
Process control:
- Have to identify what is critical to you customers and where you have weak areas in you process
- Then you put additional controls in place to ensure you get those two things right
Containment of non conformances:
○ Not about contain the one defect you find, makes sure you look for nay other mistakes that might have been made and also contain those
○ Not about the one mistake you found, is about any others that could be there
- Saves on cost
Corrective and preventive action:
Whenever you have a serious problem, you don’t just correct that one, you have to go through the whole root cause analysis
Internal quality audits:
You have to audit yourself
Purpose is to asses the effectiveness of your quality management system
Training:
○ For jobs that affect quality you have to identity what they need to know to affect quality and anything that impacts the quality of outcome needs to be standardized
○ How to know who is qualified: Cross training matrix
example of Product identification and traceability:
foods being recalled in a grocery store (ketchup, lettuce, eggs, ice cream)
example of process control
Checking a baby’s identification on its leg, while also having it on the bassinet, and checking multiple times when leaving and delivering
example of corrective and preventive action
the person who counts medical materials in the room before and after a surgery
three key parts to internal quality audits
- Internal team audit: responsible for completing audits
- Audit schedule: tells the team when to audit
- Audit report: tells you what to document
cross training matrix
- only make someone green if they are trained and verified
- Identify critical roles that require extra training
□ Powered industrial trucks (fork lift)
□ Deli training for the slicers
□ Problem solving - Need to see if they have enough people to do the job
