Quality Management - Methodologies and Tools
0 likes28 views
The document outlines strategies for quality management focused on customer satisfaction and continuous improvement, emphasizing resource efficiency and elimination of waste. It reviews various competencies, methodologies like lean six sigma, and tools for assessing processes while encouraging a culture of collaboration and active participation. Additionally, it addresses risks, obstacles, and economic benefits associated with implementing these strategies in organizations.
Quality Management - Methodologies and Tools
- 1. Quality Management For customer satisfaction and continuous improvement, doing things in the best possible way considering resource utilization and end results 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 1
- 2. Desired scenario • Competitive position • Quality improvement around customer requirements • Cost reduction around errors or defects • Removed waste (unnecessary or no value parts) for results required • Compliancy with standards/norms 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 2
- 3. Competences Linguistic (communication) • Empathy • Incentives • Clarity • Accuracy • Simplicity • Preparation • Brevity • Calm • Timing • Positiveness • Consistency • Openness • Interactivity • Emotionality Social (rules and customs) • Goodness • Empathy • Assertiveness • Cooperation • Active listening • Neutrality/impartiality • Relationships • Sharing • Interest • Patience • Praise • Consensus (parts, possibilities or logic) • Questions • Feedback Analytical • Verifications • Comparisons • Patterns • Intuitions • Possibilities • Theories • Common sense • Creativity Digital • Internet browsing and searching • Use of mobile applications • Online training and learning • Social networking • E-mail and remote communications Administrative (technical / professional) • Planning, focus and time keeping • Organizations • Resources • Self-awareness and self- control to prevent stress • Negotiation • Team work • Assertively • Familiar language • Emotions • News • Predictability • Images • Humour as stress preventer • Friendly attitude 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 3
- 4. Key questions • Best customer? • Best customer’s main requests/requirements? • Feasible differential change for best customers’ loyalty? • Improvement for best customers’ greater satisfaction? • Process with greater number of defects? • Obstacles to produce with maximum quality? • Part of the process failing? • Errors meaning greater costs? • How can contributions of ideas from employees and management influence? • Prioritization needs? • Available resources and capacity? • Expected benefit? • Forecast cost? • Social responsibility needs? 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 4
- 5. Project selection • Medium and long term budget requirements • Training needs • Obstacles vs. readiness • Scorecard 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 5
- 6. Methodologies Objectives Lean Six Sigma Lean Six Sigma Lean Startup Eliminating whatever does not bring value Reducing variability to minimize errors Improve process times and results while efficiently managing resources Entrepreneurship through validated learning, experimentation and iteration 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 6
- 7. Kaizen – Continuous Improvement • Characteristics: • Change for the better • Commitment with improvement • Iterate for further improvement • Innovation: investing in technology, trying other methodologies and optimizing resource utilization in terms of time, organization and availability • Requisites: • Integration of any organization levels • Change appetite and open minds for new perspectives • People importance • Dedication to new standards elaboration 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 7
- 8. Tools to identify waste/problems vs. value/opportunities • VSM (Value Stream Mapping) • SQDCP (Safety, Quality, Cost, Delivery and People) • SIPOC (Suppliers, Inputs, Process, Outputs and Customers) 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 8
- 9. Lean Agility and capacity 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 9
- 10. Characteristics • Cultural transformation – top to bottom • People participation – for CSAT and common value added • Unnecessary tasks elimination – repetition, rework and delays • Customer listening – to enable CSAT • Task status visualization – through boards and collaborative programmes • Improvements discussion and application at work and visibility in reality – Gemba method, to observe employees, ask about their tasks, and identify productivity gains • Workflow facilitation – avoiding unnecessary stops • Added value generation – eliminating whatever customers would not pay for if they could choose • Identification of value added tasks – for true CSAT 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 10
- 11. Lean Startup Innovation 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 11
- 12. Canvas Tools Osterwalder business model • Customer segmentation • Value proposition • Distribution channel • Customer relationship • Cashflow • Key resources • Key activities • Key partnerships/alliances • Cost structure Early adopter value proposition • Ideal customer or early adopter profile • Objectives • Actions • Customer problems • Possible solutions • Benefits • Products or services • Hypothesis validation 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 12
- 13. Six Sigma Security, Efficiency and Productivity 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 13
- 14. Competencies • Communication – to properly convey objectives, priorities and methodology philosophy • Dialogue – to negotiate conditions and needs of measures to adopt • Information – to help the teams understand the scope of decisions as well as about any possible changes • Motivation – to engage the teams • Coordination and control – to verify compliance with processes and objectives across the different teams • Participation – to identify errors and to consider improvement options 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 14
- 16. Pareto Chart – Importance of problems This Photo by Unknown Author is licensed under CC BY-SA 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 16
- 17. Trend Line – Evolution 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 17
- 18. Phase I - Definition The problem and objectives 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 18
- 20. Process Map – Parties Input Processes Output Providers Customers 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 20
- 21. Data Collection – Expectations vs. experience • Interviews – direct and personal questions • Focus groups – focus on end users/consumers’ feedback, complains and desires (VoC) as well as on expert opinions • Surveys – specific questions to target audience • Observations – own/first-hand experience • Prototypes • MVPs 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 21
- 22. Seiri Sort organize Seiton Straighten order Seiso Shine clean Seiketsu Standardize standardization Shitsuke Sustain discipline Lean value stream mapping – 5s for waste (protocol for standardization / best practices) Underutilized talent Unnecessary transport Overactivity Unnecessary mobility Defects Lost inventory Overproduction Waiting time Wrong use of systems Wrong work with metrics/KPIs Roles Activities Methods 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 22
- 23. Other tools – process oriented • Control cards – natural or special root cause prediction based on behaviour • Priority matrix – impact vs. probability 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 23
- 24. Soft tools – people oriented • DAFO matrix – strengths, weaknesses, opportunities, threats • Rewards/compensation system (pay-off) – easier, quicker and greater impact prioritised first • Stakeholder analysis – change appetite/resistance • Influence planning – strategy around change resistance • Solution vision – comparing behaviours for every alternative • Team meetings – led by basic rules and with agenda and time keepers, relying on a parking-lot to minimise inefficiency and on plus- delta for continuous improvement • Activity reporting – tracking actions, owners, timelines, etc. 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 24
- 25. Steps 1. Problem identification (WHY) and quantification (HOW-BIG) 2. Problem location; i.e. process (WHERE) and timing (WHEN) 3. Proposed solution; i.e. procedure (HOW) 4. Cost (HOW-MUCH) and impact assessment (WHAT-IF) 5. Written scope (WHAT) 6. Written objectives (WHAT-FOR) 7. Team set-up; i.e. roles and resources (WHO) 8. Green light to kick-off (GO) 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 25
- 26. SMART objectives • Quality improvement • Deadlines and timelines • Impact on: • Data/numbers: • Expense/cost • Satisfaction • Process • Product • Income/revenue • Agents: • Budget • Team responsibilities and commitment • Customer expectations • Economic benefit 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 26
- 27. Profiles Champion Master Belts Black Belts Green Belts Yellow Belts White Belts Direction, selection and organization Experts Leadership, coordination, communication and management Specialists Identification and collection Beginners 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 27
- 28. Phase II - Measure The root cause and its scenario 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 28
- 29. Histogram – Reality This Photo by Unknown Author is licensed under CC BY-SA-NC 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 29
- 30. Control Chart – Variation 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 30
- 31. Phase III - Analyse The capacity and possible measures 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 31
- 32. Tools and Techniques • Hypothesis tests – deviations between samples and references to determine whether something is reasonable • Scatter plot – form of the relationship between two quantitative variables; the correlation coefficient measures the strength of that relationship • QFD (Quality Function Deployment) – steps to transform the information gathered from VoC into technical instructions at operating level to satisfy customer expectations: • User needs or product/services specifications • Planning matrix or market information about how competitors satisfy expectations • How to satisfy expectations considering product/service technical characteristics • Relationship between those characteristics and how removing or improving some of them may impact others • Relationship between how removing or improving some of those characteristics may impact CSAT • Prioritization of improvement options considering greatest impact on CSAT or differentiation against competitors 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 32
- 33. Phase IV - Improve The experimental actions 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 33
- 34. Ishikawa (fishbone) or Cause & Effect Diagram – Errors and their root cause (5 why) This Photo by Unknown Author is licensed under CC BY-SA 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 34
- 35. Phase V - Control The monitorization and documentation 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 35
- 36. Tools and Techniques • Poka-yoke – check-lists, highlighted warnings, reminders, etc. to prevent defects • Control boards – result data series by periods to determine whether to action something around the following information: • Notices through the process • General recommendations about the process • Instructions to complete specific actions • Security information about materials and machines • Indicators about process management • Objectives set in the process • Concrete actions • Control charts • Profitability rates • Process performance results 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 36
- 37. Process management – visual tools • Advantages: • People’s access to information • Information up to date • Known data available for decision making • Anticipation to situations • Proactivity encouragement through observation • Problem and doubt resolution • Example: Objectives Indicators Verification methods Assumptions Goal Purpose Components Activities 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 37
- 38. Implementation process • Production key elements identification • Expected result based on best practices or success stories • Reference hypothesis setting • Variation statistical analysis • Change introduction for expected improvement • Repeat Deming cycle (PDCA) as many times as needed based on learnings throughout the previous points 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 38
- 39. Success elements and factors Communication Experimentation and Testing Education and Training Leadership roles and Team work Board commitment Customer orientation Error reduction by a quantified percentage Six Sigma level maintenance 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 39
- 40. Success Factors • Error reduction by quantified percentage • Six Sigma level maintenance – regular audits • KPIs: • DPMO (Defects Per Million Opportunities) KPI in 6σ is 3,4 (0,00034% error rate and 99,99966% performance rate) • OEE (Overall Equipment Effectiveness) • Process or Machine Downtime Level • Quality Index (vs. customer expectations) • FPY (First Pass Yield) – operations without incidents • CUR (Capacity Utilization Rate) – process occupation and waste generation 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 40
- 41. Example KPIs by industry Administration • Time to complete procedures • Number of procedures • Complexity of procedures • Time between parties • Resource limitations • Number of claims and complaints Services • Customer wait time • Delivery time • Errors and defects in administrative processes Manufacture • Defects on components • Product excess • Waiting time • Product delivery per time unit Logistics • Stock breaks • Used transport • Inventory rotation index Commerce • Number of returns Finance • ROI / ROA • Room for manoeuvre between money collection and payment periods 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 41
- 42. Risks (and consequences) • Change commitment vs. company culture • Weak people commitment • Improvement project selection • Unsatisfied strategy • Objectives vs. CSAT • Unsatisfied customers • Budget constraints • Unrealistic plans • SMT’s hard skills • Poor process performance • Managers’ leadership skills • Poor people performance • Results control and stabilization • Unstable processes or with weak integration of improvement actions 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 42
- 43. Obstacles • Insufficient follow up and control • Change resistance • Other quality methodologies; i.e. ISO • Company size and resource availability • Workload • Weak participation • Poor data • Unclear responsibilities • Unclear leadership • Weak commitment from leadership • Significant rotation 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 43
- 44. Audit phases • Quality objectives definition and integrations of actions required to create a QMS • Documentation readiness • Team training • Checks, improvements and changes for expected results 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 44
- 45. Economic benefits • Lower costs: • Maximizing production as per customer expectations • Minimizing waste improving procedure quality • Shorter business process times through greater delivery time agility, specially for changes • Greater process productivity and business profitability • Focus on customer expectations re. product: attributes, characteristics, specifications and preferences 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 45
- 46. Thank you Open to any questions you may have 16/05/2024 Cristina Martin-Palomino Casanova https://www.linkedin.com/in/crismpc/ 46