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Application of Quality Improvement Concepts. American Society for Industrial Security SFBAC-ASIS Chapter Meeting Jan 17 th , 2002 Speaker: Bob Larson. In Pursuit of Quality.

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application of quality improvement concepts

Application of Quality Improvement Concepts

American Society for Industrial Security

SFBAC-ASIS

Chapter Meeting Jan 17th, 2002

Speaker: Bob Larson

in pursuit of quality

In Pursuit of Quality

“Quality Assurance is a continuously unfolding process. It is not a commodity or one-time process to be left to those who specialize in it. It belongs to everyone, all the time.”

Dr. Deming View on Quality

order of presentation process
Order of Presentation Process
  • Some building blocks of a security system
  • Comments on culture and core values
  • Process assessment methodology
  • Reengineering concepts and application
  • Mistakes in pursuing customer loyalty
  • Running “lean” opportunity and challenge
the shangrila syndrome
The Shangrila Syndrome

X

“We Don’t Have Problems,

Why Spend So Much Money?”

X

Shangrila

Quality

Level

X

“We’re The Tops!”

X

“We Love It!”

X

“Things Are Looking Up”

Customer’s Threshold of Pain

X

“We’re In trouble!”

X

“Get Everyone Involved”

X

We’re In Trouble!”

X

Time

“Fire the Security Person”

X

“Hire New Security Person”

cost of quality is often below the surface
Cost of Quality is Often Below the Surface

Wasted Effort

Customer Complaints

Audit Observations

Mistakes

Lack of Training

Dept Expense

Excessive Overtime

Late Paperwork

Reactive

versus Proactive

Customer Feedback

Operational

Costs

Incomplete

Documentation

Incorrectly Completed

Incident Reports

Lack of Follow-Up

on Current Programs

Legacy Processes

Lack of Current

Knowledge

Excess Supplies

Excessive

Employee Turnover

Administrative Costs

Inadequate

Equipment

Excessive Systems Costs

Delayed Response

To Customer Call

Complaint

Handling

Problem Reporting

Lack of Planning

slide6

Security System Building Blocks

TITLE

Levels

Functions

Security and

Safety of People

Physical Assets

1

2

3

4

5

Fundamental

Objective

Strategic

Leadership of

Security

Professionals

Body of

Knowledge &

Industry

Experience

Communications

Favorable trend

In Prevention &

Incident Reports

Budget

Performance &

Cost Mgmt

Individual &

Teamwork

Accountability

Achievement

Objective Verification

Routine Process

Assessment &

Revision Plans

Proactive Risk

Analysis &

Interventions

Promote and

Apply Best

Practices

Integrity based

Education &

Training

Methodology

Construct

Components

Customer

Survey/Audits

Corrective Actn.

Certification

Programs &

Recognition

Core Values &

Security

Culture

Established

Standards that

Are Shared

Documentation

Problem I.D.

Investigations

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core values important to conducting process assessment
Core Values Important to Conducting Process Assessment
  • Security principles & professionalism
  • Customer/employee focus for sec/safety
  • Confidentiality, conduct & integrity
  • Response timeliness and attitude to serve
  • Proactive prevention and protection
  • Continuous improvement mindset
objectives of a process assessment
Objectives of a Process Assessment

1. Select or define problems as part of total system

2. Establish & implement simple, efficient data collection

3. Use understandable methods that can be communicated to management

4. Apply: “Plan, Do, Check, Act” to assess and sustain improvements

process assessment questions
Process Assessment Questions
  • Do you ever have to redo things?
  • Are there wasted steps in your procedures?
  • Is effort often duplicated or is the process unpredictable?
  • Do communications ever fail? Why?
  • Why are there quality failures in your work?
guaspari s value matrix
Guaspari’s Value Matrix

High

Well-Intentioned

Value Creating

Purpose

Adversarial

Bureaucratic

Low

Process

High

Low

quality improvement process
Quality Improvement Process
  • First identify the desired output
  • Begin with asking, “who are the customers?”
  • Define the customer requirements
  • Select the performance measurement
  • Develop the improvement goals
origins of problems in a process
Origins of Problems in a Process
  • Processes do not I.D. Need for prevention
  • There are non-value added steps & wasteful measures
  • The inputs/outputs are variable/inconsistent
  • Mistakes occur in execution of procedures
  • Incomplete knowledge of how a process works
  • Inadequate knowledge of how a process should work
concepts tools to assess process
Concepts/tools to Assess Process
  • The concept of internal/external customers
  • Concept that all work can be measured
  • Variation often caused by lack of agreement
  • Asking, “am I adding cost, vs adding value”
  • Application of flow charting, data collection
  • Adopting “Best Practices” for best process
process assessment is a thinking process
Process Assessment Is a Thinking Process
  • Consider everything is a process
  • Quality is achieved by improving process
  • Processes will vary over time
  • Variations are caused & are both common and special
  • Leaders job is to understand/improve process and to recognize causes
  • Leaders encourage to solve prob. Effect strategies
what is reengineering
What is Reengineering?

The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance.

(cost, quality, capital, service, speed)

Michael Hammer & James Champy

Reengineering the Corporation

what is the goal of reengineering
What Is the Goal of Reengineering?

To streamline operations for:

- Superior quality

- Increased profitability

- Compliance to regulations

what is the process of reengineering
What is the Process of Reengineering?
  • Process Mapping, flow charts, interviews
  • Evaluation of every step in a process
  • Think what steps add value for customers
  • Involve people who do the actual work
  • Remove those steps that do not add value
  • Effect new process, evaluate, redo, revise
sequence of realizing quality through reengineering
Sequence of Realizing Quality Through Reengineering

A. Customer quality requirements

B. Inputs = root cause analysis & best practice

C. Reengineering redesign of process

D. Output = quality improvement plans

E. Prepare Organization for change

F. Implementation phase of plan or pilot run

7 critical mistakes when pursuing customer loyalty
7 Critical Mistakes When PursuingCustomer Loyalty
  • Disinterested sounding telephone answering techniques.
  • Thinking customer service means doing anything the client wants.
  • Being slow in handling customer complaints.
  • Being reactive and not doing a root cause study.
  • Security executives not meeting regularly with client executives.
  • Not knowing when to say no.
  • Making promises you cannot keep.

Source: The Art of Successful Security Management by Dennis Dalton

challenge to run lean
Challenge to Run “Lean”
  • Most operations must do more with less
  • Knowing what is important will help focus resources
  • Process study helps identify strengths and weaknesses
  • Removing waste in processes will help do more with less
  • Resource constraints force one to be creative and “just do it!”
slide22

“It is not how much we do,but how well we do it thatdetermines worth. The first measurement of any work isQuality.” Leroy Brownlow