Continuous Improvement Strategy
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1 Business Excellence through… Operational Excellence.… a Continuous Improvement Strategy Craig Marton
description
Business Excellence through Operational Excellence ... a Continuous Improvement Strategy
Transcript of Continuous Improvement Strategy
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Business Excellence through…
Operational Excellence.… a Continuous Improvement Strategy
Craig Marton
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food for thought..…
the systems that deliver value to our customers are perfectly designed to achieve the results we get.
- Unknown (but someone pretty bright)
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BusinessExcellence
Quality Improvement• Identify and Remove DEFECTS
in all processes.• Increase capacity through
better yields.• Generate results by
reducing variation.
High Performance People• MOBILIZE all PEOPLE to achieve Excellence.• Provide tools and skills - training and motivation.• Remove barriers that block the way.
Supply Chain Management• Focus on value delivery system -
supplier through customer.• Use TIME as key performance metric -
Reduce CYCLE-TIME.• Improve work flow.
HighPerformance
People
SupplyChain
Management
MaximumSynergy
QualityImprovement
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CUSTOMER First .....the EXTERNAL Dimension
Constancy of Purpose .....the LEADERSHIP Dimension
Everyone Involved .....the PEOPLE Dimension
Decisions Based on Facts .....the KNOWLEDGE Dimension
Process Focused .....the SYSTEMS Dimension
Continuous Improvement .....the LEARNING Dimension
Values of a High Performance Organization...
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Quality Improvement - PurposePurpose..........
Deliver Defect-Free Products and Services - Faster, Cheaper, Better by:
Continuous Learning and Applying Quality Improvement Approaches,
Creating Ownership through Involvement of Teams,
Sustaining the Gains through Continuous Improvement
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THE GOALS OF QUALITY IMPROVEMENT:
Improved Customer Satisfaction
Defect Reduction
Yield Improvement
Higher Operating Income
Improved, Predictable Capability
Quality Improvement Goals Are Directly andQuantifiably Linked to those of the Business.
Constant Process Measurement
Defeat the Competition
Gain Market share
Stay in Business
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A SUMMARY OF THE IMPROVEMENT METHOD
Phase 4:Sustain
Phase 3:Transform
Phase 2:Evaluate
Phase 1:Gather
o Project Definitiono Establish Process Capabilityo Map the Process o Verification of Measurement Systems
plus...Project Application
o Project Review (Phase 1)o Study Response Variableso Evaluate Input Variables o Short List of Input Variables
o Project Review (Phase 2)o Determine Critical Inputso Define Mathematical Model o Short List of Critical Input Variables
o Project Review (Phase 4)o Optimize Critical Inputso Monitor Output / Control Inputs o Sustain the Gain / Update Quality System
Final Report & EvaluationCelebration
plus...Project Application
plus...Project Application
plus...Project Application
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ROLE OF IMPROVEMENT EXPERTSLeaders: Lead and facilitate cross-functional improvement
teams using the Continuous Improvement methodologies.
Teachers: Provide training to others in how to apply statistical methods to reduce defects, improve cycle-time, and reduce waste.
Coaches: Provide support and direction to local leaders to identify important projects - improve customer satisfaction and business results.
Influencers: Selling the organization on the use of Continuous Improvement strategies and tools. Follow the methodology and help others to appreciate the power to improve.
Improvement Experts should not be viewed as “Fix-it Folks”
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GATHER EVALUATE TRANSFORM SUSTAIN
IMPROVEMENT IMPROVEMENT EXPERTSEXPERTS
PROCESS OWNERSPROCESS OWNERS
INVO
LVE M
E NT
TIME
Process Owners Must Own the Processes
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According to CSC Index, 73% of all change efforts FAIL.
Successful Change Requires:
Technical Solutions + Buy-In By Key Stakeholders = Effective Change Results
Business Excellence is a journey of change.....
Having Good Technical Solutions is the EASY part. Good, Buy-In Strategy is KEY.
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Some Precepts for Developing a Good Buy-In Strategy.....
Have well grounded, widely understood Vision and Strategies. What gets measured, gets done; what gets rewarded, stays done. High levels of trust and commitment must be achieved through
involvement. Roles and accountabilities must be clarified throughout the change
process - don't just expect people to know what to do. Listen carefully to key stakeholders, and satisfy their needs. Over-communication is impossible. Never underestimate individual resistance to change. Systems are getting what they were designed to get. Only management can change the systems.
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QualityImprovement
HighPerformance
People
Supply Chain
Management
MaximumSynergy
BusinessExcellence
The strategy is basic… Defect Reduction,Cycle-Time Reduction, Total People Involvement
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Operating Results
Opportunity Analysisand Prioritization
Resource Availability
Improvement Process
Skill Assessment
Resource Prioritization
Safety, Quality, Throughputand Cost Data
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OperatingResults
Gather Data
Evaluate Data
PrioritizeOpportunities
ImproveProcess
SustainImprovements
ContinuousImprovement
