HRQMC Continuous Improvement Community of Practice
Project: CI Training & Deployment Best Practice
Phase One: DEFINE
Our effort here is to determine the main elements necessary for successful CI training and deployment. Who are the players of the game and what is their role? We need a reasonable score card to begin keeping track of the program.
People Issues
Roles
- Leaders
- Managers
- Workforce
Commitment
Mindset and Behaviors
- Flexibility is more important than scale
- Value is added at the front line
- Everyone should understand how what they do fits with the business goals
- The root causes of problems need to be addressed, not just the symptoms
- A problem is an opportunity to improve
Regional CI Fair
- Highly visible platform for CI Report-Out briefs to enliven Teams and attract participation
Processes Issues
Strategic Focus
- Cost Reduction
- Equipment Utilization
- On-Time Delivery
Barriers
Training
Key Process Indicators
Applications
Value Sources
- Cross-functional teams for VSM
- Kaizen culture
- Improve supply chain flexibility
- Clear focus on Education as tool to get at performance opportunity
- Capture best practices with tech to scale and replicate across value chain, connecting Process and Productivity.
Metrics
- Which ones?
- How used?
- Link to Accounting System
Providers
Pervasiveness
Extension across Value Chain
- Customer - Enterprise - Supplier application for full value
Lean Operating System
- Flow value to customers while minimizing all forms of loss.
Management Infrastructure
- Organizational Structure
- Performance Management System
- Continuous Improvement Infrastructure
- Processes for Developing Operational Skills
- Management of Key Functional Support Processes
Regional Outreach
- Create economic development strategies that will attract talented residents and support the development of highly innovative firms.
2. Quality Journey - The Time Line
This part of the DEFINE stage will outline the phases appropriate for deployment of a continuous improvement initiative. It will focus on necessary actions for success while addressing barriers and potential mistakes that may defeat the program.
People Events
Deciding to Embark
- Business pressure
- Weighing up the options
- Learning from other's experience
- Making plans to get started
Exploring the Opportunity
- Troubleshooting the three aspects of operations
- Planning the assessment
- Ensuring management ownership
- Evaluating the operating system
- Interpreting the findings
- Communicating the findings
Engaging the Leadership
- Recognizing different perspectives
- Moving from current-state findings to future-state design
- Building alignment within the team
- Reconciling business need, improvement potential and change capability
- Reconnecting senior managers with the front line
- Communicating to the wider organization
Demonstrating the Change
- Creating a stable platform
- Establishing a performance culture
- Tackling deep-seated problems
- Keeping senior managers involved
- Dealing with setbacks
- Implementing a pull system
Embedding the Change
- Exploding the myth of 'pilot and roll out'
- Developing the conditions for lasting change
- Developing a continuous improvement culture
Processes Events
Foundation
- Prepare for TQM
- Form the leadership team
- Discuss TQM goals, build awareness, and enlist support
- Clarify organizational vision, mission, goals and values
- Identify customer satisfaction perceptions, priorities, and problems
- Sponsor and launch improvement projects
Momentum
- Clarify leadership expectations
- Renew an emphasis on employee training and development
- Recognize, reward, and celebrate contribution
- Identify and initiate high-priority improvements
- Revitalize the suggestion system
- Evaluate and revise policies and practices to eliminate bureaucracy and empower employees
- Evaluate and improve the quality process
Commitment
- Establish process management
- Reengineer work processes and job responsibilities
- Implement supplier management and partnerships
- Evaluate and improve the measurement system
- Evaluate and improve the management performance appraisal system
- Institute a system of organized abandonment
