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Cape Area Management Program (CAMP)

Cape Area Management Program (CAMP). Sponsored by the Cape & Islands Workforce Investment Board. Today’s Topics. Learning Objectives Essential Elements of a Quality System Sample Quality Systems Leading Change Some “Bad News” Your Qualifications! Questions and Comments?.

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Cape Area Management Program (CAMP)

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  1. Cape AreaManagement Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board

  2. Today’s Topics • Learning Objectives • Essential Elements of a Quality System • Sample Quality Systems • Leading Change • Some “Bad News” • Your Qualifications! • Questions and Comments?

  3. Learning Objectives In this class, students will learn the how to develop a structure and process for continuous quality improvement (C.Q.I.). The class will understand the challenges essential to effective C.Q.I., and learn the potential solutions. Practical tool(s) will be provided. They will demonstrate their learning by in class discussion of workplace experiences, and group discussion of case studies. Additional reading reference(s) will be provided.

  4. WDM 204: Continuous Improvement Process Improvement Announcing the Change Recognizing & Rewarding the Contributors Pledge to Continuously Improve

  5. Mission Statement, Goals & Objectives, Key Metrics Quality Tools Stakeholder Feedback People & Processes Typical Quality “System”

  6. We Know What Our C.Q.I. System Needs… Now, How Do We Make It Happen?

  7. Some Sample C.Q.I. Systems Steal Shamelessly, Create You Own Best Practices

  8. W. Edwards Deming (1900–1993) • Trained American industrialists during WWII (SPC) • Presented to JUSE – Japan’s Quality Organization Deming’s Concepts • System of Profound Knowledge • Prevention by Process Management • Chain Reaction for Quality Improvement • Common Cause and Special Variation • 14 Points • Deadly Diseases

  9. Deming’s 14 Points • Constancy of purpose • Adopt the new philosophy • Cease dependence on mass inspection • End the practice of awarding business on the basis of price tag; instead minimize total cost • Improve constantly the system of production and service to improve quality and productivity • Institute training on the job • Institute leadership

  10. Deming’s 14 Points • Drive out fear • Break down barriers between departments; optimize the organization as a system • Eliminate slogans, exhortations, and targets for the workforce • Eliminate work standards (quotas) and numerical goals • Remove barriers that rob employees of their right to pride in workmanship, including the annual, merit rating • Institute a program of education and self-improvement • Put everybody to work to accomplish the transformation

  11. Deming — The Seven Deadly Diseases • Lack of constancy of purpose • Emphasis on short term profits, short term thinking • Evaluation of performance, merit rating or annual review • Mobility of management, job hopping • Management by use of visible figures only • Excessive medical costs • Excessive costs of liability

  12. ACE Gold Delighted Stakeholders • Best-in-class customersatisfaction and businessperformance ACE Silver Step-change in Business Performance • Business performance targets for Silver sustained • Stretch business performance goals set for Gold ACE Bronze Improved Performance • Measurable improvements in key customer deliverables achieved • Business results positively impacted • Significant business performance improvement targets set for Silver ACE Qualifying Baseline • Customer expectations quantified • Performance baselines and gaps identified • Savings demonstrated from waste eliminations Levels of ACE* Competency

  13. Baldridge Business Self Assessment

  14. The Toyota Way* Problem Solving (Continuous Improvement & Learning People & Partners (Respect, Challenge & Grow Them) Process (Eliminate Waste) Philosophy (Long Term Thinking)

  15. 2. Create continuous flow to bring problems to the surface. 9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. 3. Use “pull” systems to avoid overproduction. 10. Develop exceptional people and teams who follow your company’s philosophy. 4. Level out the workload (heijunka). 11. Respect your extended network of suppliers by challenging them and helping them improve. 5. Build a culture of stopping to fix problems (Jidoka). 6. Standardized tasks and processes. 7. Use visual control, so no problems are hidden. 1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. 12. Go and see for yourself to thoroughly understand the situation (gemba, genchi genbutsu). 8. Use only reliable, thoroughly-tested technology. 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi). 14. Become a learning organization through relentless reflection (hansei) and continuous Improvement (kaizen). The Toyota Way Problem Solving (Continuous Improvement & Learning People & Partners (Respect, Challenge & Grow Them) Process (Eliminate Waste) Philosophy (Long Term Thinking)

  16. How Do You Lead Change? • The Eight Stage Process of Creating Major Change* • Creating A Sense of Urgency • Creating the Guiding Coalition • Developing a Vision & Strategy • Communicating the Change Vision • Empowering Broad Based Action • Generating Short Term Wins • Consolidating Gains and Producing More Change • Anchoring New Approaches In The Culture

  17. Creating A Sense of Urgency • Examining the market and competitive realities • Identifying and discussing crises, potential crises, or major opportunities How could you do this?

  18. Creating the Guiding Coalition • Putting together a group with enough power to lead the change • Getting the group together to work like a team How could you do this? Who would this group be?

  19. Developing a Vision & Strategy • Creating a vision to help direct the change effort • Developing strategies for achieving that vision How could you do this? What are some of the requirements?

  20. Communicating the Change Vision • Using every vehicle possible to constantly communicate the new vision and strategies (your C.Q.I. Program) • Have the guiding coalition role model the behavior expected of employees How could you do this?

  21. Empowering Broad Based Action • Getting rid of obstacles • Changing systems or structures that undermine the change vision • Encouraging risk taking and nontraditional ideas, activities, and actions Who’s role is this?

  22. Generating Short Term Wins • Planning for visible improvements in performance, or “wins” • Creating those wins • Visibly recognizing and rewarding people who made the wins possible How could you do this?

  23. Consolidating Gains and Producing More Change • Using increased credibility to change all systems, structures and policies that don’t fit together and don’t fit the transformation vision • Hiring, promoting, and developing people who can implement the change vision • Reinvigorating the process with new projects, themes and change agents Who, and how could this be done?

  24. Anchoring New Approaches In The Culture • Creating better performance though customer and productivity oriented behavior, more and better leadership, and more effective management • Articulating the connections between new behaviors and organizational success • Developing means to ensure leadership development and succession How could you do this?

  25. Some Bad News? • Most organizations adopt C.Q.I. only as a last resort, and then it is “too late.” • You can’t do this as a “pilot program,” as the entire system needs to be aligned. • It takes most organizations a minimum of five years to reach world class “Quality.” • You will always have unnecessary waste and the attendant hardships if you don’t adopt a C.Q.I. system.

  26. You Are Now Qualified to Change All The Things You Don’t Like at Work! “'But I don’t want to go among mad people,' Alice remarked.'Oh, you can’t help that,' said the Cat. 'We’re all mad here. I’m mad. You’re mad.''How do you know I’m mad?' said Alice.'You must be,” said the Cat. 'or you wouldn’t have come here.'” Lewis Carroll, Alice’s Adventures in Wonderland

  27. Class Discussion Your Workplace’s Root Cause Analysis

  28. Personal Practicum ChecklistProject Charters • What do I need to know to try this at work? • When before the next class will I try? • What is my greatest concern in doing so?

  29. Discussion of Personal Practicum Checklists • Any questions on the how? • Let’s hear a couple of examples of the when? • Let’s hear a couple of examples of concern? • Let’s practice working through those concerns…

  30. Questions or Comments Before We End?

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