WORKING FOR IMPROVEMENT Prevention Not Correction Process Improvement

WORKING FOR IMPROVEMENT • • • Prevention – Not Correction Process Improvement Benchmarking Opportunities for Improvements How to realize Opportunities 1

WORKING FOR IMPROVEMENT • A mistake/error is not meeting customer’s requirement • A lack of clear customer requirement is a frequent cause of mistakes/errors “Defects are Treasures” • Mistake/errors are opportunities for Improvements • Everyone has opportunities for adding value 2

THE QUALITY IMPROVEMENT CYCLE • Plan 1. 2. 3. 4. 5. 6. 7. Select an opportunity for improvements Identify the customer’s desire outcome Define the problem Collect data Analyse Find Solutions Prepare plan to implement solution 3

WORKING FOR IMPROVEMENT • Inspection sorts the good from the bad after the output has been generated • Inspection adds cost • Prevention is stopping mistakes/errors before they happen • Prevention is the only strategy for continuous Improvement; It adds value and achieves ‘Delighted Customer’ 4

WORKING FOR IMPROVEMENT • Listen to the – Voice of the Customer – Voice of the Process • Prevention by ANTICIPATING or REACTING is the same basic process, but the difference is when the process is implemented it impact on CUSTOMER and COST 5

• • WORKING FOR IMPROVEMENT There is always time to do it again, but never time to do it Right the First Time Make/Increase time and efforts on Prevention in particular prevention by Anticipation You must be prepared to stop your process if you know it is producing mistakes/errors You expect your supplier to stop their process, your customer expect the same of you 6

WORKING FOR IMPROVEMENT • The customer defines improvement as well as value • A supplier that anticipates customer requirements will Delight its customers • Three levels of Improvements: – Stabilizing - Gain control – Step by step improvement – Breakthrough Thinking 7

WORKING FOR IMPROVEMENT • Step by step Improvement – Many small steps to get the best out of Today’s process – Involve those people actually carrying out the process – Work on the Inputs – You can not manage the Output An untapped Goldmine 8

WORKING FOR IMPROVEMENT • Breakthrough Thinking – Why do it this way at all? – Add more value, further reduce variation and improve capability Breakthrough Thinking + Step by step improvement (continuous improvement) = Delighted Customers 9

WORKING FOR IMPROVEMENT • Benchmarking is a technique that can be used to set Quality Performance Standards. The goal of Benchmarking is superiority in all areas, continually extended, in order to achieve the Delighted Customer • The key to success of Benchmarking is – “ARE YOU WILLING TO LEARN FROM OTHERS THAT SOMEONE ELSE IS DOING BETTER” 10

THE QUALITY IMPROVEMENT CYCLE PDCA • 1. 2. 3. 4. 5. 6. 7. Plan Select an opportunity for Improvement Identify the customer’s desired outcome Define the problem Collect data Analyse for root causes Find solutions Prepare plan to implement solution 11

THE QUALITY IMPROVEMENT CYCLE PDCA • Do 1. Implement solution • Check 1. Monitor results, evaluate against plan 2. Determine reasons for deviations 12

THE QUALITY IMPROVEMENT CYCLE PDCA • Act 1. Corrective action for deviations 2. Standardise the process – make successful solutions permanent 3. Reflect The PDCA Cycle is a generic Model for Improvement 13

THE QUALITY IMPROVEMENT CYCLE PDCA • Planning is an essential part of prevention by Anticipation “READY AIM FIRE” not “Ready Fire Aim” IMPROVEMENT IS ALWAYS POSSIBLE 14