Quality Controlin

Mail Center Operations

Mark M. Fallon, CMDSMThe Berkshire Company

James P. Mullan, CMDSM, EMCM, MDC Océ Business Services

Overview

• What is Quality Control

• Why implement Quality Control

• Quality Control Team

• Establishing a Quality Control Program

• Quality Control and Quality Assurance

• Quality Control Tools

• Measuring Success

• TQM, Six Sigma and ISO 9000

• Roadblocks and Barriers

Quality Control:What is it?

• Process to review production

• Review includes:

– Controls

– Job Management

– Performance

– Integrity

– Records

Why Quality is Important

• “Good enough” isn’t good enough

• Meet customers’ expectations

• Help employees improve performance

Goals of Quality Control

• Ensure products or services meet standards

• Requirements are reviewed for:

– Dependability

– Acceptability

– Fiscal responsibility

Goals of Quality Control Team

• Identify products or services that don’t

meet standards

• Additional responsibilities:

– Halt production

– Notify management

– Notify customer

Quality Control Team Members

• Choose from multiple levels

(e.g., line, management)

• Choose from multiple disciplines

(e.g., operations, customer service)

• Have desire and aptitude for improvement

Quality Control

Program Parameters

• Can’t test everything

• Identify key standards

– Past errors

– Customer complaints

– Automated tests

Correcting Errors

• NOT the responsibility of the QC team!

• Different levels to be corrected:

– Immediate error – Operator

– Training error – Supervisor

– Systematic error - Management

Establishing a

Quality Control Program

• Document the existing process

• Identify specific objectives of the program

• Establish policies and procedures

• Map out and validate the QC process

Quality Control and

Quality Assurance

• Quality Control – identify and detect errors

• Quality Assurance – evaluate and improve

process

• Important that management team

understands the difference

Quality Control Tools

• Standard Operating Procedures (SOPs)

• Process maps

• Checklists

• Quality Control and Change Control

documentation

• Reporting system

Documenting Quality

Control Results

• Measurements:

– Number and percentage of errors

– Operator productivity

– Costs

• Periodic Reviews

Quality Control – What’s

Acceptable

• 100% - Must be the goal

• Weigh goals, costs and results

• Risk and probability of “worst case”

Quality Control and Testing

• Establish standards and specifications

• Develop test cases of probable errors

• Test production process

• Test quality control process and results

TQM, Six Sigma and ISO 9000

• Total Quality Management – TQM. Management

philosophy on continuous improvement.

• Six Sigma – TQM, with additional emphasis on

project management.

• ISO 9000 – standards and guidelines for quality

systems as set by International Organization for

Standardization

Six Sigma Overview

A 50,000 Foot View Of Process and Problem Analysis

and Solutions for Corrective Actions

Definition

• Six Sigma is a process of corrective action and measure to achieve .99977 percent accuracy

• Sigma represents number of deviations per million opportunities (DPMO)

• Simple translation – number of errors in a process for every million times you perform that process

Source: W. Edwards Deming – TQM Industry Innovator & Leader

Can That Be Possible?

• 3.4 errors per million pieces of mail is a stretch for you resources – especially in this economy

• The program is built to improve current process measures / reduce errors / increase efficiency in your operation

• Most mail centers may run at a 3-4 Sigma• Your goal using this tool is to improve to a 4

then a 5 sigma by reducing errors and waste

“Six Steps” Approach• Identify the product or service you provide• Identify your customer and what that customer feels is

important in your product/service (Critical to Quality)• Identify the “satisfaction” level for delivering your

product/service (Compliance & Voice of Customer)• Define the process for making that satisfaction a reality• Make your process mistake-proof and eliminate waste• Ensure continued improvement by measuring, analyzing

and controlling improved process.

IMPORTANT:• Never try to lead process activity to a “suspected”

outcome• Always let the process lead you to the solution

Key Components• Process of identifying errors• Weighing value or “damage” of errors• Defining steps to change your steps• Focus on risk, impact and what your customer sees• Science (math too) approach to correction• Test all solutions - kick the tires!!• Follow up and REPLICATE the solutions whenever

and wherever you can

Effective Solutions“A good solution becomes a great solution when you

can apply it to other problems in your operation.”Example:Delays in delivery due to broken or occupied freight

elevator – limiting access to deliver on time• Solution: Mail placed in satchels for delivery

through passenger elevators – full access• Additional solution: Completed copy work can

be returned to originator using luggage cart instead of hand truck – access via passenger elevator

DMAIICThe Success Blueprint

• Define – Your project • Measure – Your current process• Analyze – Gather data for determining causes• Improve – Cost & customer benefits• Implement – Gain buy in to activate changes • Control – Report findings / results scorecards

Six Sigma Benefits

• Forces you to study your process• Data systems set up – “You cannot manage

what you do not measure” • Customer views of success are defined• Process is cost-sensitive to economy/budgets• Interaction with customers and management

to secure support for your solutions• ADVERTISEMENT of your success!!!

Implementing Quality Control

• Plan

• Execute

• Evaluate

• Measure and Monitor

• Adjust

Quality Control:

Only for Production?

• Quality Control works anytime

– that there is a process

– that there is a measurable result

– that there is opportunity for error

Quality Control Roadblocks

• “Error-free isn’t possible, so why try?”

• “Quality Control costs too much.”

• “Quality Controls slows down production.”

• “Nobody really cares.”

Overcoming Roadblocks

• Explain competitive environment.

• Demonstrate true costs of errors.

• Measure “re-work” times.

• Share feedback from customers.

Questions for Certificate Program

Question 1

True or False: Quality control and quality assurance mean the same thing.

Answer – False

Question 2

True or False: Standard Operating Procedures are an essential aspect of a good quality control program.

Answer – True

Question 3

True or False: Quality Control works for every process. If there can be errors, then there can be a quality control program.

Answer - True

Questions?Mark M. Fallon, CMDSMPresident & CEOThe Berkshire Companymmf@berkshire-company.comwww.berkshire-company.com

James P. Mullan, CMDSM, EMCM, MDCNational Operations Manager – Chubb Océ Business Servicesjames.mullan@oce.com