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Convincing Them They Are Thirsty

Convincing Them They Are Thirsty. September 19, 2013 Mitch Nelson Supplier Quality Management BP Exploration - Alaska. What does Quality Mean To You?. Risk. Quality. Cost. Would Others in your company have the same answer?. Misperceptions Abound.

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Convincing Them They Are Thirsty

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  1. Convincing Them They Are Thirsty September 19, 2013 Mitch Nelson Supplier Quality Management BP Exploration - Alaska

  2. What does Quality Mean To You? Risk Quality Cost Would Others in your company have the same answer?

  3. Misperceptions Abound “Only Way to Assure Quality is 100% Inspection” “I Don’t Need a Quality Manager. My Inspectors Don’t Need to be Supervised.” “That Doesn’t Need an Investigation. The replacement is working just fine.” “What Does Quality have to do with Continuous Improvement (Six Sigma)?” “Quality Engineering is Anti-Productivity” “I don’t have to be responsible for the quality of product I give you, that’s what suppliers are for.” “Quality Has Nothing to Do with HSE (Health, Safety, Environment) or Operational Risk or Performance.”

  4. The Best Kept Secret In a Company • We Know “Quality” has a good far greater than it’s perception • A Well Integrated Quality Management System is a Well Oiled Machine We Know This Our Colleagues Know This Our Management May Know This Then Why Doesn’t Everyone Know This? How Do We Convince Those Who Don’t Know? “You Can Lead A Horse To Water, But You Can’t Make Then Drink” Maybe We Don’t Make Them Drink, Just Convince Them They are Thirsty Then They Would Come Find The Water Themselves

  5. How Do You Take a Quality Program That Doesn’t Exist And Make it Exist? Agenda • It’s All About Mitch • The Hard Truth About The Water • “Backdoor Six Sigma” • Getting Them Thirsty • Showing Them Where the Water Is Approach To Include: Starting From Nothing Adding New Tools Cracking the Hard Nut

  6. There Once Was an Engineer … • Came From the Dark Side (Engineering): • BS Metallurgical Engineering – Michigan Tech • Began in Foundries • Manufacturing Engineer = Spuncast Inc – Watertown, WI • Estimator (Manf Engineer) = Johnson Brass – Saukville, WI • Aerospace • Cessna Aircraft Company – 11 Years • Materials Engineer – 4 years • Specifications: • Castings • Heat Treatment • Processing

  7. … Who Saw the Light • Transition To Quality • Supplier Quality – 7 Years • 150+ Supplier Audits during that time • Interactions with 1000+ Suppliers • Nadcap Heat Treat Task Group Chair (Member 2002-2012) • 3rd Party Special Process Auditing Program for Aerospace (3000+ Suppliers) • Joined BP Exploration – Alaska in August 2012 – Supplier Quality Management Tools Built off Of: • ASQ: • CQA • CQE BOK Trained – Testing Out in Dec • Other Training • CQE Body of Knowledge 2009 • Six Sigma Green Belt Certified

  8. What We Have to Accept • Quality Is a People Driven Process • Procedures Are a Result of Observations • Processes Are Performed by Operators • Management Has to Instill QualityCulture • Quality is Not Rocket Science, but Not Common Sense • Easy to Understand, but Not Knowledge We are Born With • “If Quality was Common Sense, we wouldn’t have to teach it” • Quality is Typically Not What Your Company Sells • We Can’t Turn the Wrench to Produce the Widget • We Are a Support Organization • Not Everyone Likes Us • Reputation built on Past Influences

  9. Backdoor Six Sigma • Six Sigma Is Not Universally Accepted as a “Good Thing” • Any Quality Tool can get Blown Off By Six Sigma’s Reputation Answer: • Present Quality Tools Not as a Quality Tool, But a Discussion • Talk Through A Problem and Let the Tool Become What You Are Talking About • AVOID THE BUZZ WORDS!!!

  10. So You Meet Up With People Having a Rough Go What Can Go Wrong? And There’s No way we can catch it? Yeah. ButWhat’s theChancesThat Would Happen? Geeze,How Bad Can it Get? Occurrence Blammo Detection Severity Okay, I’m Just Going to put a number to these You Just Got Belted!! So, I’m going to combine those numbers and and … Wow … Looks like the bad situation really is … Risk Let’s Run those Numbers We did Before, based on this plan So, If we were to do Something to reduce Severity, Occurrence Or Increase Detection What could we do? Who’s Got the Action? By When?

  11. The Problem We Face • The situation Is: • Stakeholder Has a Problem • Quality Realizes that They Can Help • Stakeholder DOESN’T Realize Quality Can Help • The Problem Begins with “What’s The Benefit to Fixing It?” • Your Involvement Can Begin With asking “What Would Success Look Like?” The Stakeholder Needs Us – whether they realize it or not

  12. Writing out and Defining Stakeholder Worth Relationship Here’s Some WaysWe Can Help Blammo What Are Your Needs? How Important?Let’s Weight It You Just Got Belted!! Doesn’t This Look Like a House of Quality??? Okay, Maybe Not 100% Like a House Of Quality, But It is a Similar Use of the Same Tool Here’s Some Targets To Shoot For

  13. What Does It Mean To Be Successful? • Get To Know your Stakeholder • Understand what it means for them to “Be Successful” • Fit Your Actions to Align With Theirs • Design Measurable Targets That Show Progress Towards Success Key Performance Indicators • Trap = Giving the Customer What They WantInstead = Find Out What the Customer Needs, and Give Them That Success: Stakeholder Is No Longer Thirsty

  14. Starting to Build Your Case • I have These Tools • I See Stakeholders that Could Use the Tools • How Can I Embed Into Those Stakeholders so the Tools Are Used • Selecting Where To Start Can Be a Challenge, and Can Be a Pitfall • Sometimes What Seems to be the Biggest Opportunity for Success is the Hardest to Apply What Can Be Done • Measure / Guide Yourself • Example: Quality Need: Full Utilization of Quality Tools in Go Team • Plan – Integrate into Go Team • Do – Utilize Team Lead to Introduce and Encourage • Check – Is tools Being Used? • Act – If Not, What Didn’t Work .. Should we try with some other team?

  15. Show Them What You Can Do! • This is Quality • The Tools Will Work • You Know Quality • Your Training Will Work “I’m Not From Missouri, But Show Me Anyway” • Don’t Worry So Much About Convincing People About How to Use the Tools • Use the Tools … And They Will Convince Themselves • Sometimes you may need to use your tools without buy-in … like a side project. • Low & Behold: Resolution to Problems – Light Bulbs come on!

  16. Finding the Right Champion • When You have Options of “Who” you can work with first,Look for “That One Person Who Knows Everyone” • Note = There is a Good Chance A lot of people don’t like this person, But that’s SOOOOO Not the Point “If I do Something Wrong, Tell Me – If I do Something Right, Tell Everyone!” • When You Can Use that Person, Your Focus = • Let the Tools Do Their Work • Let Quality Be Quality • Success Will Appear • Then Let the Loud MouthsTell Everyone!

  17. Delivering To the Right Stakeholder • Recognize the Stakeholders that Could be Most Useful to Your Cause • Review Past Issues to Give Examples of When You Could be Used • Wait For that Opportunity, But Maintain Communication • BE THE BENCHWARMER • When You Get Called Off the Bench, Hit the Home Run • Make It a Higher Priority Than You Would Normally Let Your Quality Output Be Your Advertising

  18. The Dreaded Word • Quality Is Easy • Quality Tools Work • It’s Changing Opinions that is hard • Sadly – We have to become what we fear to become the most: SALESMEN Big Steps: 1) Know Your Audience 2) Always Be Sincere  "Sincerity, even if it speaks with a stutter, will sound eloquent when inspired." - Eiji Yoshikawa

  19. Communicate Your Successes Visibly

  20. Never Miss an Opportunity To Advertise • This is not “Selling What You Can Do” – “Sell What You Did!!” • Create Your Own KPIs On What You Do • Send Out Reports • Find an Audience Who Will Listen To You Your Objective Is To Support Your Organization: Your Goal Should Be that the Organization Comes To You For Support • Tools that Work: • Weekly “Here’s what we’re working on” • Monthly Data Reports • KPI With Discussion • Sitting in a Team Meeting That Isn’t Your Team • 5 Minutes of Quality

  21. Know What Your Stakeholders WantSo You Can Give What They Need • What Are They Thirsty For • Find the Right Way To Apply Your Tool so it is Accepted • Pour Them a Drink The Way They Can Handle It In The End … • Prioritize and Find The Right Champion Your Tools • Draw Attention to the Drinks, by serving them to the right people • Then Advertise Your Accomplishments • Show Them the Path To the Water

  22. … That’s All I Got … Questions? Thoughts? Complaints? You can also find me at: Mitch.Nelson@bp.com Or Find Me on LinkedIn

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