strategy, you asked for it! - mnasq.org · strategy, you asked for it! buy‐in ... quarterly...

3/1/2013

December 2010 Management Meeting 1

Quality Team 2012 Strategic JourneyQuality Team 2012 Strategic Journey

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2013 MNASQ Summit Session

Challenges LRP, How? Deploy & Adj t Tools Value U

d i

Strategy, you asked for it!Strategy, you asked for it!

Challenges

Buy‐in

LRP, How?

Trends

SWOT

Adjust

Ad hoc ‐Reaction

Tools

Process

Engagement

desire

Experienced tactics

Insight

AlignmentCascaded

Goals & Results ??? New ideas

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Fleet

• 400+ field employees

A little about LoramA little about LoramFleet and OEM OpsFleet and OEM Ops

• 400+ field employees

• 60 support employees

• Operate 100 machines

• Outstanding safety record

OEM

• 145 employees145 employees

• 46 machines in 30 countries

• Produce ~16 machines/yr

• Outstanding safety record

ContinuousContinuous ImprovementImprovementThe JourneyThe Journey

Learning to See Methodology Capability Building

Leadership Support Execution

•Vision•Goals•Initiatives•KPI trends•KPI targets•Daily/Weekly/Monthly

•ISO•6 Sigma training•PDCA•Idea Management•Process excellence

•6 Sigma training•Leaders as teachers•Project execution•Project coaching

•Recognition•Reinforcement•Improvement Dialogue•Decisive decisions•Go see it•Embrace experimentation

•Small ideas PDCA•Big ideas Six Sigma•Improve your area

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Strategy Deployment (SLT)Strategy Deployment (SLT)The JourneyThe Journey

Quality policy:Guided by the company’s values, vision and mission,

People & Safety

Financial & Growth

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Guided by the company s values, vision and mission, Loram’s policy is to exceed our customers quality

expectations in the products and services we offer through an unwavering commitment to best in class business processes and a culture of continuous improvement.

Safety

Quality & Reliability

Speed & Perf.

& Growth

4 Strategic Planning Sessions with Pre-work and intermediate action items

S1 2 hrs AS-IS: What are we doing, MVV & Critical Success Factors, Passions & GoalsT l MVV SIPOC B i d D t t CSF

Quality Team Strategy PlanQuality Team Strategy PlanBuild a team and a strategy together!Build a team and a strategy together!

Tools: MVV, SIPOC, Business and Department process maps, CSF

S2 5 hrs AS-IS: Report out, Desired future state, Inputs & AssignmentsTools: SWOT (Loram Level & QA Team Level), Five Forces, VOC, Voice of Suppliers & Technology Partners (VOS), System analysis, ASQ & ISO Developments, Brain-storming, Affinity diagram

S3 5 hrs TO-BE: Feedback, Draft MGTP, Goals & Initiatives, and AssignmentsTools: MGTP, Affinity diagram

S4 3 hrs TO-BE: Feedback, Lessons Learned, Refine MGPP, Goals & Initiatives, Communication Plan, Assignments and CELEBRATE!Tools: MGTP, Project charters, DMAIC, Communication plan

Continuous Rhythm for momentum, refinement and adaptationQuarterly review, Personal goals linked to Department Goals & Initiatives

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1 AS1 AS--IS Business StateIS Business State

What

Why?

Biz

Govrn.MVV

CSF

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Govrn.

CI

MVV

Customer Demand Customer Satisfaction

Quality and Project MgmtQuality and Project Mgmt

D iDesign

Supplier

In‐comingCommissioning

Customer Feedback

Governance Systems Processes Metrics

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In‐processFinal Verification

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22 ASAS--IS Analysis + VisionIS Analysis + Vision

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Suppliers Inputs Process Outputs Customers

Suppliers Expenses Supplier Dev. Costs Suppliers

CFT Deviations CFT Rep Analysis CFT

QA Team SIPOCQA Team SIPOC Start w/Cust. and go to the left

Manufacturing CAPA RI & SO Analysis/Results Manufacturing

Engineering Parts/Groups Non‐conf. Inspection Rslts Engineering

Procurement Requirements Mach. Testing Activity Results Procurement

CI Non‐conf. Warranty MRB CI

Cust. Service Warranty claims Cust. Feedback Sup. Warr. Req. Cust. Service

SLT Cust. feedback Lessons Learned SLT

Tech Partners PR/PO Sup. Dev. Act. Tech Partners

End Customers CI Improvements End Customers

Railroads Railroads

Fleet Ops Fleet Ops

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See notes for SIPOC

instructions

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QA Team SIPOCQA Team SIPOCSupplier Input Process Output Customer

• Suppliers o Bulk/Raw Material o Industry Standard o Non-Custom Catalog o Custom Catalog o Custom o Manufacturing

• Warehouse (Inventory)

1. Expenses 2. Labor time 3. Rejection information 4. Warranty claims 5. Deviations 6. RMA 7. CAPA requests 8. MRB Dispositions

Quality Assurance • Supplier Development • CFT Representative • Machine Test and

Inspection • Machine

50. MRB Case information (IFS) a. PO b. Part number c. Supplier d. Quantity e. Description of discrepancy f. Disposition g. Availability code

• Suppliers o Bulk/Raw Material o Industry Standard o Non-Custom Catalog o Custom Catalog o Custom o Manufacturing

• Warehouse (Inventory) ( y)• Project CFT

o Project Manager o MPE o EPE (Elec., Fluids & Mech) o Test Dept. (Chris Pearce) o Controls (Software) o Tech Pubs

• Manufacturing (Shop) o Management o Supervision o Best Practice Teams

• Engineering (Design) o Manager o Electrical o Fluids o Mechanical o Controls

• Technical Writing • Strategic Sourcing

(Purchasing) • Test Lab • Continuous Improvement • Fleet Business organization

9. Part certifications/declarations10. Received parts 11. Purchase order information 12. Engineering Drawings 13. Manufacturers Part # 14. Inspection measurement 15. Supplier First Article Inspection reports 16. Supplier profile/information 17. Supplier process information 18. Shop Order-Inventory demand 19. Shop Order-Machine demand 20. Inspection requirements 21. Customer requirements 22. Non-conformances 23. Training 24. Warranty claims 25. Customer comments/feedback

Commissioning• Source, Receiving & In-

Process Inspection • Non-conformance

resolution (Internal & External, ECR, MRB & CAPA)

• Field & Customer-Warranty Returns

• Field & Customer Complaints

• Fleet Machine feedback

51.Supplier return notes (IFS)52. CAPA discrepancies 53. RCA analysis and results 54. CAPA expected improvements 55. Test requirements 56. Test procedures 57. Test plans 58. Inspection requirements 59. Material status/MRB Completion 60. Suggested improvements

a. Supplier feedback b. Operations feedback c. Shop feedback

61. Shop build improvements 62. ECRs 63. Test plan(s) & Schedule 64. In-Source inspection results 65. Customer acceptance requirements 66. Test status & updates

a. Static b. Start-up c. Functional d. Dynamic

67 Test summary report

( y)• Project CFT

o Project Manager o MPE o EPE (Elec., Fluids & Mech) o Test Dept. (Chris Pearce) o Controls (Software) o Tech Pubs

• Manufacturing (Shop) o Management o Supervision o Best Practice Teams

• Engineering (Design) o Management o Electrical o Fluids o Mechanical

• Technical Writing • Strategic Sourcing (Purchasing) • Test Lab • Continuous Improvement • Fleet Business organization • OEM Business organization • Railroad Company

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• OEM Business organization • Railroad Company

o Freight Service o Passenger Service o Privately Owned o Publically Owned

• Customer Service • SLT (Sr Leadership Team) • Finance • Risk Management • Logistics

o Fleet o OEM

• Foreign Governments and Agencies

• 3rd Party Contractors

67.Test summary report68. First Article Inspection (FAI) report 69. Commissioning to-do list 70. Special test requests/suggestions 71. Special document suggestions (Pubs) 72. IFS PO Line Approval (Register Inspection

Results) 73. Repetitive non-conformances 74. Significant non-conformances 75. Improvement ideas 76. Department budget 77. Cost of Poor Quality 78. Team priorities 79. Individual activities schedule 80. Safety notifications 81. Strategic Team Plan 82. KPIs

o Freight Service o Passenger Service o Privately Owned o Publically Owned

• Customer Service • SLT (Sr Leadership Team) • Finance • Risk Management • Logistics

o Fleet o OEM

• Foreign Governments and Agencies

MGQP (MultiMGQP (Multi--Gen Team Plan)Gen Team Plan)

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As‐Is

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3 TO3 TO--BE DevelopmentBE Development

MGTPCom.

Plan

13

Lifecycle Validation

Customer Focus aligned w/CI

Quality Future Vision MGTPQuality Future Vision MGTPReactive Improve Proactive

Supplier & Test Development

• Process improvements• Process control• Develop partnerships• Standardize Tests • Maturity in project execution

with advanced tools and planningSt t i i f hi

• CFT excellence paired with strategic involvement

• End to end Customer Focus• MGPP consolidation

2013

2017

• Clear Roles & Resp.• Alignment of Departments

and activities• Transparency across

Departments

• Project & Dept alignment• All employees focused on

Customer satisfaction

• Quality plans aligned with customer requirements

Incoming and In-Process Validation

• APQP• Leverage Suppliers expertise• Nonconformance system• Manufacturing Excellence

• Enhance Supplier qualification• Design collaboration• Part Lifecycle process map• Standardized Test plans,

procedures & reports

• Strategic view of machines and systems

• Collective efforts to improve systems and processes

• Remove non-value added, not required activities

• Leverage Suppliers for product verification

• Understand & Prioritize Opportunities

• Improve Shop Order effectiveness

Accelerate Lessons Learned and Change Management

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3/1/2013


MGTP MGTP –– WhatWhatCompany

Initiative/ThemesObjective Themes

2012 2013 2014 2015 2016 2017

AS‐IS Transformation Transformation Transformation Transformation TO‐BE

Externally Communicated Team Strategies

Green Highlighted boxes are focus areas for that

timeframeVision

Exceed customer expectations

Product Development Clarity

Little to No engagement in front‐end Project/Design collaboration

Machine Project up‐front involvement Non‐conformance systemClear Phase‐Gate definition in projects and processes for QA CFT

Lack of common requirements (Design and Manufacturing)

Supplier Quality ManagementSupplier police/watchdog Supplier Qualification Some APQP elements APQP & PPAP Implementation

Supplier Development, Evaluators and Auditors

Product Quality Perform tests

Standardized Test documents Dynamic Test training ‐Mfg

Commissioning Validation Customer requirements audit and validationFunctional Test trng & transition Test audit & evaluation (holistic)

Inspectors w/Basic tools Competency Gap Analysis

QA Verification Lab Competency plan & training Competency Training Utilizing advanced tools and methodsSpecialized individuals Competency Priorities

Best in class business processes Process Focus Lack of process focus

QMS alignment and gap analysis

Process focus on High Priorities Align processes to Departments

Process and project verification and validation

Reinforce existing processes Process focused and Systems approach perspective

CoPQProactive Quality

Continuous Improvement

Lack of Cost of Poor Quality (CoPQ) data

Create a case study for each internal customer area

Data driven

Fire Fighters Connected (at the hip) with CI

Internal Team StrategiesUnclear role of QA Team (Loram Organization and Team perspective) (Little q)

Yellow highlighted boxes still need analysis

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People development

QA Team Development ‐ NA

(Little q)

CFT Roles & Responsibility clarityClear roles & responsibilities in Team and projects

Unclear requirements and demands

Fire Fighters

Industry and Product KnowledgeLack of machine, process and organization knowledge

Building bridges Connecting Processes

Building aligned systems Organization, Machine and Process savvy Machine visits Organization collaboration

Loram Organization Quality BehaviorBig Q

(Quality Monster)

Multiple misunderstandings of Quality (Big Q) Roles & Responsibility clarity

Activity alignment

ISO/QMS Experts

Mis‐alignment of cross‐functional efforts Change Management training

QA Cross‐functional competent (team advocates)

Leaders in Performance Excellence

Quality culture Change Management Experts

External Quality leaders and connections

and development

Evolved into MGQP…Evolved into MGQP…Vision

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And MGTP Annual GoalsAnd MGTP Annual GoalsStakeholer Engagement & Partnership

Priority RISK GoalInitiatives: Finalize with what done looks like and measures/metrics. Who When Eng HR Supply Mfg Mktg Ops Fin

Goal: People development and engagement.CSF: People and SafetyMetric:100% certifed, 90% engagement, 100% safe days.Strategy:

1. Change management training2. Team assessment, development/integration…high performing team by 6/28.3. 100% ASQ certification by 12/31.4. 100% on time reviews by 12/31.

1‐JN M

Principle: People development 5. Internal Auditor training6. Team buy‐in & signoff to 2017 vision by 3/29.7. Develop 2017 vision road map by 6/28.

JN 1Q‐4Q

x x x x x x

2‐JN L

Goal: Supplier qualification and evaluation.CSF: Quality and ReliabilityMetric: Supplier quality and delivery performance.Strategy: Expand globallyPrinciple: Exceeding customer expectations.

1. Complete supplier qualification project by 3/31.2. Launch (5/1) and complete project (10/1) to integrate supplier evaluation into total supplier quality management.3. Investigate APQP elements for future integration into processes and initiate project quality plans for all machine projects by 6/28.

Fan 1Q‐3Q

x x

3‐JN L

Goal: Standardized test docs for all products.CSF: Quality and ReliabilityMetric: First Pass Yield, % documents completed.Strategy: Invest in new technology(processes)Principle: Exceed customer expectations.

1. Kick off project (by 3/15) to complete 100% of docs (4x4) by 12/31.2. Develop consistent, integrated, reliable, "real time" test results feedback to all stakeholders. (what is the system to do this? How does this affect #1?) by 12/313. Investigate partnership with manufacturing to determine roles and reponsiblities for execution and verification by 9/30.4. Develop transition and communication plan for mfg test execution by 12/31.

Simmons 1Q‐4Q

x x

1‐DB M

Goal: Build on Fastrack (Six Sigma/Continuous Improvement)CSF: Speed & Performance/People & SafetyMetric: Safety & EngagementStrategy: Defend the home turfPrinciple: Exceed customer expectations & People development.

1. Lean Deployment: (A)Training & clear vision for the future state (1Q); (B) Initiate and execute 6 pilot projects (2Q‐4Q).2. Complete existing Fastrack BB projects. Launch and complete (4) additional.3. Develop and sustain project performance and financial metrics.

DB 1Q‐3Q

x x x xGoal: Process alignment and focus.CSF: Quality & ReliabilityM t i E l t f lt ??

1. Complete QMS project by end of 1Q.2. Develop "common" non conformance management system by 9/30.3 D l f k d l t t f d t t t li t

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2‐DB M

Metric: Employee survey customer focus results?? Strategy: Defend home turf and expand globallyPrinciple: Best in class business processes

3. Develop framework and plan to convert from department to process alignment.4. Develop and finalize plan for quality module deployment in 2014.5. Organizational buy‐in to 2017 vision.

DB 1Q‐4Q

x x x x x x x

3‐DB/JN H

Goal: Voice of customer/customer requirements vision and supportCSF: Quality & ReliabilityMetric: ?Strategy: Defend home turf and expand globallyPrinciple: Exceed customer expectations.

1. Execute QA CFT responsiblities in support of 2013/2014 schedule. 2. Intergrate QA into customer service strategy through partnership with Customer Service team.3. Partner with engineering to baseline Loram requirements definition process for development of key characteristics.

DB/JN 1Q‐4Q

x x x

5‐DB/JN H

Goal: Manage departmental budget within 5% of plan and execute Capital plan.CSF: Financial and growthMetric: ProfitabilityStrategy: Principle:

1. Monthly review and strategy adjustment for executing team and budget deliverables.2. Select and procure CMM, and develop 2014 project charter for value‐added utilization.3. Develop 2014 budget in 3th Qtr

DB/JN 4Q

x

Communication Plan SummaryCommunication Plan Summary

Communication7- Communicate 7 times, 7 different ways

Wh ? Id tif t k h ld• Who? – Identify stakeholders• What? - Stakeholder Summary

• Impact, Influence, Position, Reaction, Resp.• How? - Management of Stakeholder

• Needs, Actions, Frequency, Support

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• How? - Stakeholder Communication Strategy• Why, How, What, Which, Who, When

*Use as much or as little as you need

3/1/2013


Hoshin Kanri X MatrixHoshin Kanri X Matrix

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44 TOTO--BE DeploymentBE Deployment

Rhythmic

Execute

Communicate

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Rhythmic Review

3/1/2013


Questions?Questions?Thank you for your time and

engagement, you may contact me at [email protected] for more information or templates

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strategy, you asked for it! - mnasq.org · strategy, you asked for it! buy‐in ... quarterly...

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