Quality
- Something that is measured, numbered and followed Ability to identify and meet agreed or communicated customer needs Do things right the first time Measure to improve Fitness for use Compliance with standards and specifications Do well (effectiveness) what is done; at a reasonable cost (efficiency) and customer satisfaction.
Continuous improvement
- Dozens of small process improvements No big changes (never come)
Deming cycle.
Process
- Sequence of tasks to achieve a specific purpose We provide service through processes Different groups participate Has a manager (owner)
Process under control
- It is understood
Usefulness of the process. Basic description of it
Who are your clients. Who are your suppliers
Who is the owner
What produces the process; what performance is being obtained
- Documented
There is a diagram of the process including interrelations with others
There are performance measures of the different phases of it
The name of the owner and the process management team are known
- Measured
Process performance is measured and monitored
Few but very representative aspects of their health are measured.
Support employee ideas
- Everyone has ideas on how to improve the processes they are involved in. They want to do it. The closer to the process, the more and better ideas. Sometimes creativity and knowledge are wasted. "Bosses" do not have solutions for everything.
Data-driven decisions
- Data vs. "… I think that…" Data vs. "… It was always done like this,…" Data vs. passionate opinions Data to measure
Do I do it right, wrong or regular?
To what extent do I do it well, badly or regularly?
- Data to decide * comparing
Seeing trends
Anticipating events
Customer orientation
Resolve
To work
To be
Be
Improvement teams.em
- Small temporary teams Of volunteers From different units They elaborate improvement proposals for a process Achievable and visible in the short term Following a rigorous methodology
Em: goals
- Propose at least 6 improvements to the process
That shorten times
Let errors decrease
Make it easier
With more information
Make better use of existing resources
Em: how they work
- Meetings every 1 to 2 weeks Little discussed. Everything is displayed Never more than 2 hours / meeting Within 13 weeks they present:
6 improvements (at least)
Action plan to implement them
- Minutes are always made
Em: operating rules
- ConsensusListeningPrepare meetingsPunctuality: start and endAll participate CreativityBe open to new ideas Make minutes and file them
Em: minutes of each meeting
- 2 pages maximum. Attached documents can be attached Content
Date, duration and phase
Assistants
objective
Conclusions and agreements
Next actions. Who makes them
Date, time and place of the next meeting
- What is done with the minutes
Sent to participants
Sent to the head of the service
This refers it to the quality committee
The person in charge of the file
Em: support systems
- The trainingThe tutorsThe quality committee
Em: constitution
- Up to 5 people who:
Know the process and / or
They want to improve it as a team
- Inclusion of clients in improvement teams A member of the team is the
Coordinator / manager
Improvement teams
Work method
Phase 1: initial report. Data Collect
- Objective Photograph the starting situation Technique Search and collect quantitative data Provide expert estimates Write synthetically Products to obtain in this phase Report 3-4 pages maximum
Phase 2: customer interviews. Data Collect
- Objective: To get feedback from users. To collect ideas. To collect and visualize qualitative data. Technique. To interview users: maximum 20. To ask clearly what needs to be improved:
Total or part time
Number of errors, precision, security
Easy to use
User information
Reuse of resources
- Clearly ask what factors
Process (t, e, f, i, r) are more important
Phase 2: customer interviews. Data collection. (Cont)
- Products to be obtained in this phase Two bar charts (pareto)
What factor of the process should be improved
How important is that factor
- List of ideas contributed by users List of defects of the process, contributed by users
Phase 3: draw the process
- ObjectiveGraphically view the processTechniqueUse standard symbolsUse different columnsUse “zoom” when necessary Include information on relative times Products to be obtained in this phase The process drawn: diagram
Time data
Phases that produce marked errors
Phase 3: draw the process. (cont.)
- The diagram is a means not an end With pencil and rubber come out great The important thing is to make the process visible
Phase 4: development of solutions
- Objective Distill at least 6 improvements Technique View all available data
The data from the interviews: importance, assessment, ideas and list of defects of the users
Process drawing
Bar diagrams
Data from the interviews. Trends
- Think about how to attack the causes for:
Decrease times / deadlines
Decrease errors
Make the process easier
Inform more and / or better
Reuse resources
Phase 4: Solution Development (cont.)
- Technique (cont.) Using common sense
Brainstorming
Be creative
- Products to obtain in this phase Table of 6 improvements (at least)
Improvement
Short description
Benefits (tefir)
Impact: high, medium, low
Cost: high, medium, low
- New drawing of the process
Phase 5: compare with leaders
- ObjectiveSee how the process is carried out in sites with recognized prestigeTechniqueIdentify site to visitContact.explain.set dateSend list of topics to see 7 days in advanceAsk clearly, write down, collect,… Products to obtain in this phase 3-4 page report similar to the initial one
How to solve uc3m problems
4 visit ideas to use at uc3m
Phase 6: final report
- Objective Compile the result of the work Write the proposed solutions Technique / product to obtain Write a document with this index:
1.- results of the interviews and data collection
2.- drawings of the process: previous and proposed 3.- ideas obtained in the benchmarking visits
4.- proposed solutions:
Brief explanation of them
Tefir benefits that are expected
5.- indicators: at least 2 6.- implementation calendar:
Who does what and when
Annexes
Indicators
- Very important elements in the improvement of a process They will help us to know:
If the process has improved (or worsened)
How much
In what direction
- It will encourage us to keep improving You can encourage others to improve their processes
Recommended indicators
- Of time
Average duration of the process (total and partial)
Maximum and minimum times. Bar chart. Dev. Typical
The shorter the time, the higher the quality
- Of mistakes
No. of errors. Failures or incidents in% per unit of time
Types: pareto diagram
The fewer the errors, the higher the quality
- General ease of the process
User surveys or "informal" questions
Continuous improvement: principles
1.- periodic review of all processes
2.- lead by example
3.- data vs opinions
4.- two-way communication
5.- reduction of times
6.- compare with others
7.- concept of internal customer
8.- teamwork
9.- recognition of efforts
10.- continuous improvement is part of everyday life
What quality do i offer?
- Who is my client what do you expect from me ? What service do I offer him? What I offer, is what he expects? How do I know that I do it well? How do I communicate with him? How does he know that I want to improve?
Bibliography
- Parents of quality
Deming: out of crisis. Quality and productivity s-658.5.dem
Juran: analysis and quality planning. S-658.56 jur
Crosby: quality free. Quality doesn't cost (sold out)
Ishikawa: introduction to quality control. S-658,562 ish
Other authors
- Ha Perez fdez: process management. D-658.561.perJ.roure: process management. Iese library. Edi. FolioShiba: tqm advanced developments d-658.561.2 shiGalgano: the 7 instruments of total quality. S-658.561.2 gal online
Www.efqm.org
Www.qof.com
Www.asq.com
www.cqm.org
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