SPRING CLEANING THE QFD

1. SPRING CLEANING THE QFD • This set of slides is intended to provide a basis for developing a ‘spring-clean’ workshop. The ‘spring-clean’ workshop is an opportunity for the management team to make simple pragmatic adjustments to the QFD based on issues that have come to light in the first few months of operation. • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how each slide builds, and you are clear on the points you wish to make with them. • There are some associated notes to guide your use of these slides.

2. Audit & Review Change Spring Clean Develop the Logical Model Analysis and Design Implement Improvements Model Objectives Maps Plans Problem SolvingProjects THE IMPROVEMENT LOOP • Paradox: • You need to develop your models and thinking to provide the potential for improvement • You need to stabilise your models and thinking to realise the potential for improvement Stability 0 2 4 6 8 10 12m

3. PHILOSOPHY • Spring Cleaning is not about making the QFD perfect, or even about changing it to remove nonsenses • Spring Cleaning is about addressing only the emerging nonsenses which are a real barrier to progress, whilst… • Maintaining as much stability as possible so as not to disrupt the progress that is already being made • Key question in Spring Cleaning:Do you really need this resolved to make progress?

4. AGENDA • Objectives, Agenda and General Introduction • Reviewing (implementing?) proposals for change • Objectives, measures & targets • Process definition and scope (content) • Relationships within the QFD • Review of progress and issues • Proposals for moving forward • Next steps and wrap up

5. GROUNDRULES • Try to fully understand the other’s point of view before expressing/restating your own • Be supportive, considerate and respectful in how you express things - consider others wiser than yourself • Enjoy the journey & take every opportunity to get new insights from it - support progress over perfection • Go with the flow, and be supportive of the process • Remain engaged on the current point of discussion at all times - if you already understand the point try and understand why other people are struggling with it • Please be punctual at all times and avoid distractions • Enjoy yourselves

6. Amanda Alan Dave Chris Ian Phil Roy Kevin Karl Provide & Maintain Supply Line Provide & Maintain Facilities Develop New Business Introduce & Maintain Products/Processes Plan & DistributeProducts Provide & Maintain Quality Mgt. System ManufactureProduct Ensure Compliance Provide, Enable & Develop People R. Plan & Control Finances Develop Information System Targeted Influencing and Promotion Optimise New Product Introduction Optimise and Manage Costs Plan and Manage P&L Structure Service Levels & Strategic Advantage Minimise Costs of Doing Business Fulfil Obligations Appropriate Cost Price Modelling AK AJ BK Proposed Changes to QFD AI BJ CK BI CJ DK AH AG BH CI DJ EK AF BG CH DI EJ FK AE BF CG DH EI FJ GK AD BE CF DG EH FI GJ HK AC BD CE DF EG FH GI HJ IK AB BC CD DE EF FG GH HI IJ JK Wt. Target Measure W1 A1 B1 C1 D1 E1 F1 G1 H1 I1 J1 K1 T1 M1 W2 A2 B2 C2 D2 E2 F2 G2 H2 I2 J2 K2 T2 M2 W3 A3 B3 C3 D3 E3 F3 G3 H3 I3 J3 K3 T3 M3 W4 A4 B4 C4 D4 E4 F4 G4 H4 I4 J4 K4 T4 M4 W5 A5 B5 C5 D5 E5 F5 G5 H5 I5 J5 K5 T5 M5 W6 A6 B6 C6 D6 E6 F6 G6 H6 I6 J6 K6 T6 M6 W7 A7 B7 C7 D7 E7 F7 G7 H7 I7 J7 K7 T7 M7 W8 A8 B8 C8 D8 E8 F8 G8 H8 I8 J8 K8 T8 M8

7. Proposed Changes to the QFD Cell to be Amended Curr. Val. Prop.Val. Evidence/Reasons for Proposed Change Amanda • I3/4 1 3 Need to review cost of absenteeism & labour turnover now we have started to measure them • M2 Change measure to better reflect how fast we are once we have the information from Design • D1-8 & CD Formalise the split in the process & re-check the roof • E4 3 9 Reduction in customer lead time will affect ability to predict sales for the period • Line 8 This is an initiative in ‘Develop New Business’ process - does not belong at the top level QFD • K6 3 9 Discussions with integration sites continually hinge on improvements to IS (at both ends) • M6 Still no measure defined - do we need this initiative? Ian Karl Kevin Phil Chris Dave

8. DEALING WITH PROPOSALS FOR CHANGE • Clear concrete proposals, previously submitted in the survey, will be presented in turn by their proposers. • The proposer will make a brief argument as to why they feel proposal should be accepted. • The group will present an initial show of the ‘Yes’, ‘No’ cards to indicate their current agreement. • By invitation, arguments for and against its acceptance will be heard in turn until the group is comfortable that all the main arguments have been heard and understood by themselves and their colleagues. • The group will confirm that it will be happy to abide by the majority viewpoint at this time. • A final show of the ‘Yes’, ‘No’ cards will be taken. • XXX has the final say

9. ONE KEY QUESTION… • Do you really need this resolved to make progress?

10. 0 0 0 0 0 0 0 0 20 20 20 20 20 20 20 20 40 40 40 40 40 40 40 40 60 60 60 60 60 60 60 60 80 80 80 80 80 80 80 80 100 100 100 100 100 100 100 100 PROGRESS ON PROCESS DEVELOPMENT % Complete • Process mapped and clearly defined, with boundaries and deliverables agreed • Clear measures for the performance of the process established and routinely graphed/trended • Performance targets set consistent with the needs of the customers and the top level QFD • Performance gaps identified, and root causes (reasons) objectively analysed • Agreed milestone plan of improvement with resources justified and approved • Performance impacts of the plan forecast, and used to assess effectiveness of progress • Regular performance and progress reviews to identify and address new issues • Clear improvements delivered and progress largely to plan

11. WWW? RFI? 0 0 0 0 0 0 0 0 20 20 20 20 20 20 20 20 40 40 40 40 40 40 40 40 60 60 60 60 60 60 60 60 80 80 80 80 80 80 80 80 100 100 100 100 100 100 100 100 What are the underlying reasons? PROGRESS ON PROCESS DEVELOPMENT % Complete • Process mapped and clearly defined, with boundaries and deliverables agreed • Clear measures for the performance of the process established and routinely graphed/trended • Performance targets set consistent with the needs of the customers and the top level QFD • Performance gaps identified, and root causes (reasons) objectively analysed • Agreed milestone plan of improvement with resources justified and approved • Performance impacts of the plan forecast, and used to assess effectiveness of progress • Regular performance and progress reviews to identify and address new issues • Clear improvements delivered and progress largely to plan

12. WWW? RFI? What are the underlying reasons? PROGRESS ON PROCESS DEVELOPMENT • Which are the three most important RFI issues to address as we move forward over the next nine months? • What are we going to do about addressing these? • Actions • Responsibility • Intended delivery date

13. WRAP-UP • So that covers the main issues in our progress, but… • What about all the things we have done well?