Quality Driven Management (QDM) Test - Q & A (Complete Solutions) QDM Principles > Customers Define Quality > Be Scientific > Measure, Measure, Measure
... [Show More] > Optimize Business Performance > Quality Involves Teamwork > View Failures as Opportunities ABLE Problem Solving Process > ASSESS > BUILD > LAUNCH > EVALUATE ASSESS > ASSESS opportunities to improve the customer experience or business performance - and focus on one. > Focus on opportunity and initiating a team are the earliest steps in ABLE. BUILD > BUILD understanding of the improvement opportunity and build the solution. > Selecting a solution and identifying how you will measure success are important parts of BUILD. LAUNCH > LAUNCH the solution successfully through careful planning and control. > The improvement effort proceeds through careful implementation and control planning. EVALUATE > EVALUATE the implementation to confirm its real work success. > Performance is measured and results shared. Opportunity Statement a description of a quality problem, its impact, and the benefits of solving it. Opportunity Statement - Key Points a. Don't include causes b. Don't attribute blame c. Focus on a single problem d. Don't offer solutions e. Be realistic QDM Methodologies a. ISO b. Baldridge c. Lean d. Six Sigma A dissatisfied customer with any OpCo stands a ____________ of switching to a competitor. 40% chance QDM Mission To deliver market-leading customer experiences, business excellence, and financial returns through a quality-oriented culture and day-to-day application of quality science. Quality Costs - Two very real types: a. The Cost of Poor Quality b. The Cost of Good Quality 1:10:100 Rule: • $1 spent on doing the job right saves • $10 on correction and • $100 on the cost of a failure In businesses generally, _____________________ in a business are due to mistakes, errors, and replacing lost customers. 10-20% of corporate expenses QDM Quality Measures: a. Service Quality Index (SQI) b. Key Process Indicators (KPI) c. Dashboards and Scorecards QAT - Quality Action Team a group of FedEx employees who come together to work intensively on a quality issue, then disband once the problem has been solved. Applying QDM Summary: • When you see a problem, fix it. • When you see something that can be done better, do it. • Take ownership of work, do it in the best way possible. All metrics, whether SQIs or KPIs, or tools such as dashboards or scorecards, help meet the organization goals. True QDM's two main goals: a. Exceed customer expectations b. Optimize the processes by which work gets done QDM Principles: a. Customers define quality b. Be scientific c. Measure, Measure, Measure d. Optimize business performance e. Quality involves teamwork f. View Failures as opportunities QDM Principles - Customers define quality We strive to understand customer requirements and expectations. QDM Principles - Be scientific We base decisions on facts and data, rather than guesses or opinions. QDM Principles - Measure, Measure, Measure Measure failures, measure variation and measure success. QDM Principles - Optimize business performance Minimizing unnecessary effort, time, and cost whenever possible. QDM Principles - Quality involves teamwork View work as a collaborative process. QDM Principles - View Failures as opportunities Seek the truth and avoid playing the blame game. Customers define quality - three questions: a. Who are my customers? b. Are they satisfied with the services I provide? c. What areas do they want me to improve? Customers define quality - Key Tools: a. Voice of Customer (VOC) Translation b. Process Flow Map c. Customer Corridor Map Voice of Customer (VOC) Translation Can be used to help translate customer surveys and other research into actionable measurements. Process Flow Map • Can help us understand the processes that support customers • Reach out and interact with those who receive our work • Streamline operations and avoid errors Customer Corridor Map • Connect our role to external customer needs • Build understanding of customer needs • Work to increase brand loyalty Be scientific - three questions: a. Have we gathered an adequate fact base? b. Do we understand the root cause of the problem? c. Will our solution address the root cause? Be scientific - Key Tools: a. Pareto Chart b. 5 Whys c. Fishbone Diagram Pareto Chart Tells us where to focus 5 Whys a way of brainstorming that can help us to dig beyond our first observation of a problem's cause, and discover deeper causes. Measure, Measure, Measure - three questions: a. What can we measure to understand when we have failed to meet a customer expectation and thus have room to improve? b. What can we measure to show us how consistently, or with how much variation, we are providing a positive customer experience? c. What can we measure to ensure that the results from new improvements are a success? Measure, Measure, Measure Key Tools: a. Run chart b. Control Chart c. Data Collection Plan Run chart Allows us to measure failures. Control Chart > Allows us to picture the degree to which a process varies around a centerline and whether or not the process is within defined limits of acceptability. > A control chart is used to monitor and control the variation in a business process. Data Collection Plan Allows us to measure successes. Optimize business performance - three questions: a. What is waste? b. Can we identify waste and value-added or value-enabling activities in our processes? c. How do we use QDM's waste reduction tools to minimize waste? Optimize business performance - Key tools: a. Waste Walk b. 5S+1 c. Gap Analysis Waste Walk A tour where we go make 1st hand observations about current process. Great way to find opportunities. 5S+1 Helps to streamline processes by making processes easier to manage and inefficiencies easier to spot. Sustain, Sort, Simplify, Shine, Standardize, +Safety Sort Remove the unnecessary and retain only things needed to do the job. Simplify Define a place for everything and put everything in its place in a manner that promotes work flow. Shine Clean, sweep, and wash so it is easier to spot issues earlier. Standardize Make routine maintenance and cleaning part of the culture. Sustain Maintain through continual use of improved practices. Safety > plus one that always come first, Safety. > Ensure safety is a key driver in processes, including ease of access to critical safety areas. Gap Analysis > Helps to identify gaps that keep us from reaching goals, and raise our performance. > Compares actual performance to potential performance. > Need to think about the entire process from beginning to end. [Show Less]