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Strategic Planning Breakthrough for Quality Jim Creiman April 13, 2010.
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Strategic Planning Breakthrough for Quality Jim Creiman April 13, 2010
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Transcript of Strategic Planning Breakthrough for Quality Jim Creiman April 13, 2010.
Strategic Planning Breakthrough for Quality
Jim Creiman
April 13, 2010
2ND CLASS TICKETFROM: HEREDESTINATION: NOWHERE
It is not the strongest that survive, nor the most intelligent, but the one most responsive to change.
- Charles Darwin
Problem: Top Executives don’t speak the ‘Quality’ language We want to explain ‘Quality helps the Company’ Is Quality doing what it should to help the Company?
Problem: Top Executives don’t speak the ‘Quality’ language Want to explain ‘Quality helps the Company’ Is Quality doing what it should to help the Company?
Possible Solutions: Hire Translation Services Prepare a 15-second “elevator” speech Align Quality activities with Company Objectives
Company Objectives Increase Sales Revenue Increase Operating Profit
Aligning Quality Activities with Company Objectives
Quality Activities Control of Defectives Process Control Problem Solving Continuous Improvement
Company Objectives Increase Sales Revenue Increase Operating Profit
Aligning Quality Activities with Company Objectives
Quality Activities Control of Defectives Process Control Problem Solving Continuous Improvement
?
Company Objectives Increase Sales Revenue Increase Operating Profit
Aligning Quality Activities with Company Objectives
Quality Activities Control of Defectives Process Control Problem Solving Continuous Improvement
Proposed Solution: X-Matrix
?
Variant of the Matrix Diagram Tool in Quality Toolbox Compares 2 pairs of lists
X-Matrix
Variant of the Matrix Diagram Tool in Quality Toolbox Compares 2 pairs of lists
Often Referred to Hoshin X-Matrix Commonly used in Hoshin Kanri, or Hoshin Planning Based on Plan-Do-Check-Act Cycle Displays relationships between cascading levels of
objectives
X-Matrix
X-Matrix Tool
FMEA Example of X-Matrix Fluid Tank Filling System
Source: Willy Vandenbrande, Preventive Process Control and the Learning Organization, 2002
X-Matrix for Strategic Planning
Source: Jd Marhevko, ASQ Quality Management Forum, Fall 2007
X-Matrix Format for Planning
Source: Jd Marhevko, ASQ World Conference on Quality and Improvement, May 5-7, 2008
Strategic Planning X-Matrix Example
Source: Jd Marhevko, ASQ World Conference on Quality and Improvement, May 5-7, 2008
X-Matrix Summary
Source: Jd Marhevko, ASQ World Conference on Quality and Improvement, May 5-7, 2008
X-Matrix WorksheetOur Organization's Plan
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Strategic Planning ExampleABC Company Plan
1. Increase Sales Revenue
2. Increase Operating Profit
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Define InitiativesABC Company Plan
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
1. Increase Sales Revenue
2. Increase Operating Profit
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Define Initiatives
1. Increase Sales Revenue
2. Increase Operating Profit
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
ABC Company Plan
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Link Objectives and Initiatives
X X 1. Increase Sales Revenue
2. Increase Operating Profit
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
ABC Company Plan
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Identify Quality Activities
X
X X
ABC Company Plan
1.1a Satisfaction Survey with all deliveries
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
1. Increase Sales Revenue
2. Increase Operating Profit
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Define Quality Activities
X
X
X X 1. Increase Sales Revenue
2. Increase Operating Profit
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
ABC Company Plan
1.1b Customer Complaint FMEA
1.1a Satisfaction Survey with all deliveries
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Define Success Metrics
X
X X
X X
ABC Company Plan
1.1b Customer Complaint FMEA
1.1a Satisfaction Survey with all deliveries
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
1.1
a 9
0%
To
p B
lock
Su
rve
y R
esu
lts1. Increase Sales Revenue
2. Increase Operating Profit
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Define Success Metrics
X X
X X X
X X X X1. Increase Sales Revenue
2. Increase Operating Profit
1.1
a 9
0%
To
p B
lock
Su
rve
y R
esu
lts
1.1
b C
/A f
or
75
% o
f co
mp
lain
ts w
ithin
30
da
ys
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
ABC Company Plan
1.1b Customer Complaint FMEA
1.1a Satisfaction Survey with all deliveries
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Define Success Metrics
X X X
X X X X
X X X X X1. Increase Sales Revenue
2. Increase Operating Profit
1.1
a 9
0%
To
p B
lock
Su
rve
y R
esu
lts
1.1
b C
/A f
or
75
% o
f co
mp
lain
ts w
ithin
30
da
ys
1.
20
% S
ale
s R
eve
nu
e G
row
th
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
ABC Company Plan
1.1b Customer Complaint FMEA
1.1a Satisfaction Survey with all deliveries
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Identify Resources
X X X X X
X X X X X X X
X X X X X
Ric
k W
rig
ht
1. Increase Sales Revenue
2. Increase Operating Profit
Cin
dy
Wo
rth
Ch
arl
ie C
ha
rle
s
Bo
bb
ie P
an
1.1
a 9
0%
To
p B
lock
Su
rve
y R
esu
lts
1.1
b C
/A f
or
75
% o
f co
mp
lain
ts w
ithin
30
da
ys
1.
20
% S
ale
s R
eve
nu
e G
row
th
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
ABC Company Plan
1.1b Customer Complaint FMEA
1.1a Satisfaction Survey with all deliveries
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Other Initiative(s)
X X X
X X X X X
X X X X X X X
X X X X X
ABC Company Plan
1.2a Market Quality Leadership
1.1b Customer Complaint FMEA
1.1a Satisfaction Survey with all deliveries
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
Cin
dy
Wo
rth
Ch
arl
ie C
ha
rle
s
Bo
bb
ie P
an
1.1
a 9
0%
To
p B
lock
Su
rve
y R
esu
lts
1.1
b C
/A f
or
75
% o
f co
mp
lain
ts w
ithin
30
da
ys
1.
20
% S
ale
s R
eve
nu
e G
row
th
Ric
k W
rig
ht
Jose
ph
B.
Go
od
e
1. Increase Sales Revenue
2. Increase Operating Profit
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Complete Plan
X X X X X X
X X X X X
X X X
X X X X X
X X X X X X X
X X X X X
X X X X
Ric
k W
rig
ht
Jose
ph
B.
Go
od
e
Joh
n Q
. E
ng
ine
er
1. Increase Sales Revenue
2. Increase Operating Profit
Cin
dy
Wo
rth
Ch
arl
ie C
ha
rle
s
Bo
bb
ie P
an
1.1
a 9
0%
To
p B
lock
Su
rve
y R
esu
lts
1.1
b C
/A f
or
75
% o
f co
mp
lain
ts w
ithin
30
da
ys
1.
20
% S
ale
s R
eve
nu
e G
row
th
2.
Re
du
ce R
ew
ork
Co
sts
by
25
%
2.
10
% I
ncr
ea
se in
Op
era
ting
Pro
fit
2.2
Re
du
ce C
ost
of
Po
or
Su
pp
lier
Qu
alit
y
2.1
Re
du
ce I
nte
rna
l Re
wo
rk C
ost
s
1.2
In
itia
te N
ew
Ma
rke
ting
Pla
n
1.1
In
cre
ase
Cu
sto
me
r S
atis
fact
ion
ABC Company Plan2.2a Green Belts on High Hitters
2.1a Green Belt on Top Rework Costs
1.2a Market Quality Leadership
1.1b Customer Complaint FMEA
1.1a Satisfaction Survey with all deliveries
POLICYBENEFITTARGET
ImprovementTargets
Improvement Projects
Initiatives
StrategicObjectives
Resources
Benefits Helps organizations focus on shared goals Communicates goals Communicates plans to achieve goals Helps obtain commitment and accountability
X-MatrixBenefits and Limitations
Benefits Helps organizations focus on shared goals Communicates goals Communicates plans to achieve goals Helps obtain commitment and accountability
Limitations Can be large & complex Less valuable if delivered from ‘above’ Garbage in, Garbage out
X-MatrixBenefits and Limitations
ASQ Section Strategic PlanASQ Section Strategic Plan
POLICYBENEFITTARGET
ImprovementTargets
Activity Description
Activity
StrategicObjectives
Resources
ASQ Section Strategic PlanASQ Section Strategic Plan
3. Increase Member Satisfaction
1. Increase Member Value
2. Increase Member Retention
POLICYBENEFITTARGET
ImprovementTargets
Activity Description
Activity
StrategicObjectives
Resources
ASQ Section Strategic Plan
X X
2.1a Send Welcome Email to New Members X X
X X X
X X X
X X X
X X X
X X X X X X X X
X X
X X
1.2
Off
er
16
Ce
rt.
Pre
p.
Co
urs
es,
Ru
n 5
+
1.
Incr
ea
se S
urv
eye
d M
em
be
r V
alu
e b
y 5
%3. Increase Member Satisfaction
Ma
rk
1. Increase Member Value
2. Increase Member Retention
Joa
n
Bill
Eri
c F
.
1.1
a A
t L
ea
st 9
Pro
gra
m a
nd
Tu
tori
al E
ven
ts
1.1
b A
t le
ast
6 L
un
chtim
e W
eb
ina
rs
1.3
10
0%
Lo
cal Q
Jo
b P
ost
ing
s o
n W
eb
site
2.1
a S
en
d E
ma
il to
10
0%
of
ne
w m
em
be
rs
3.1
a I
ncr
ea
se P
rog
ram
Sa
tisfa
ctio
n b
y 5
%
3.1
Pro
gra
m S
atis
fact
ion
2.1
Me
mb
er
We
lco
me
1.3
Jo
b P
lace
me
nt
1.2
Ed
uca
tion
1.1
Pro
gra
ms
ASQ Section Strategic Plan3.1a Survey Program Sastisfaction & PDCA
1.3a Post Quality Jobs on Website
1.2a Sponsor Certification Prep. Courses
1.1b Host Lunchtime Webinars
1.1a Host Dinner Programs & Tutorials
POLICYBENEFITTARGET
ImprovementTargets
Activity Description
Activity
StrategicObjectives
Resources
Questions
?
