tqm tools applications in engineering. 2 نرحب بكم في هذا اللقاء العلمي...

TQM Tools applications in Engineering

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اللقاء نرحب هذا في بكمالعلمي

ندوة الجودة أدوات تطبيقاتالهندسة في الشاملة

سعيدان سمير[email protected]

Welcome بكم وسهال أهال

Samir Seadan

3www.exploreHR.org

الندوة محاور

ISO 9001 1- 9001االيزو Six Sigma 2- ستة سيجما

EFQM Model3- التميز نموذج االوروبي

Balanced Score Cards 4- االداء بطاقات المتوازن

Kaizen5- كايزن Samir Seadan

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الجودة Quality Assuranceتوكيد

الجودة : Quality Control مراقبة

Qualityالجودة:" عمالئنا " بين و بيننا فيما عليها، المتفق والتوقعات المتطلبات تحقيق هي

الجودة TQMالشاملة : إدارة " و " المتطلبات هذه لتحقيق الشركة ضمن ننظم و نخطط أننا تؤكد التي هي

. عليها المتفق التوقعات

Samir Seadan

الجودة:

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االيـزو ) هي (ISO 9000ما

International Organization for Standardization ( ISO ) …….ISO ….IOS … Why

جنيف / الدولية القياس منظمة / حاليا .148تتبناه دولة

إلى الشركات ضمن الكفاءة رفع إلى إضافة المحصلة في تهدف وهيالمقاييس من موحدة بمجموعة التزويد بواسطة الدولية التجارة تسهيلمستوى على مكان كل وفي الجميع قبل من المحترمة و بها المعترف

العالم.

من اكثر بإصدار .14000قامت االن حتى قياسية مواصفة

Samir Seadan

6www.exploreHR.orgSamir Seadan

• Quality Management StandardsISO 9000 series• ISO 9000 Quality Management and Quality assurance standards.• ISO 9000-1: 94 Guidelines for selection and use• ISO 9000-2: 93 Generic guidelines for the application of ISO 9001, SO 9002, ISO 9003• ISO 9000-3: 91 Guidelines for the application of ISO 9001 to the development, supply and

maintenance of software.• ISO 9000-4: 93 Guide to dependability program management.• ISO 9001: 94 Quality Systems• Model for quality assurance in design, development production, installation, and servicing• ISO 9002: 94 Quality Systems• Model for quality assurance in production, installation, and servicing• ISO 9003: 94 Quality Systems• Model for quality assurance in final inspection and test• ISO 9004• Guide to quality management system elements• ISO 9004-1: 94 General guidelines.• ISO 9004-2: 91 Guidelines for services.• ISO 9004-3: 93 Guidelines for processed materials• ISO 9004-4: 93 Guidelines for Quality improvement• ISO 9004-5: 93 Guidelines for the use of quality plans• ISO 9004-6: 93 Guidelines to Quality Assurance for project management• ISO 9004-7: 93 Guidelines for configuration management• ISO 9001:2000 the new ISO Model for quality assurance in design,

development production, installation, and servicing• ISO 9001:2008 : Rephrasing

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االيزو فكرة مبادئ 9001:2008تقوم ثمانية علىاساسية، ادارية

الشركات اداء لتحسين المبادئ هذه اختيار تمالثمانية المبادئ

Customer Focus ( العمالء جعل العمالء على التركيز) الشركة اهتمام مركز

Leadership القيادة

Involvement of people الجميع اشراك

Process Approach بدل ) العمليات مفهوم استخدام) االدارات مفهوم

System Approach to Management للعمليات المنظومة مفهوم

Continual Improvement المستمر التطوير

Factual Approach to Decision Making حقائق على بناء القرارات اتخاذ

Mutually Beneficial Supplier Relationships

الموردين مع العالقة توطيد

Samir Seadan

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( مركز العمالء جعل العمالء على التركيز) الشركة اهتمامCustomer Focus

درجة على تعتمد الشركات ربحية و تقدم و وجود ان: الشركات على لذلك العمالء، ووالء رضى

.1. العمالء توقعات و احتياجات تفهم

.2. العمالء احتياجات تحقيق

.3. التوقعات هذه تجاوز بل العمالء توقعات تحقيق

العمالء 4. شكاوى مع فعالية و بكفاءة التعامل

العمالء 5. رضاء درجة قياس

Samir Seadan

9www.exploreHR.org

Leadershipالقيادة

غايات و اهداف لتحقيق العاملين بتحفيز تقوم الشركة في القيادةاالتصال لتسهيل و الشركة Communicationsالشركة ضمن

لذلك:

.1 / توجيه و الشركة اهداف هدف تحديد الشركة قيادة على. االهداف هذه لتحقيق الشركة موارد

تشجع 2. عمل اجواء خلق الشركة في العليا االدارة على. المخططة االهداف تحقيق على منتسبيها

تكون 3. ان يجب االهداف SMART Objectivesهذه

Samir Seadan

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الموظفين اشراكInvolvement of people

ضمن العاملين جميع واشراك والتزام تحفيز انعلى بالتالي و التطوير الى يقود الشركة

الشركات:

اتخاذ 1. و التطوير بعملية موظفيها اشراك. والمبادرات القرار

و 2. قدراتهم لتطوير الموظفين مساعدة. القدرات هذه استخدام على تشجيعهم

Samir Seadan

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مفهوم ) بدل العمليات مفهوم استخداماالدارات(

Process Approach

و ادارة من اكثر بها تشترك بعمليات تقوم الشركاتعن النظر بغض ككل العملية الى النظر يجب بالتالياتمام في تساهم التي االدارات مجموعة او االدارةمسئولية باتجاه يدفع المفهوم هذا ان العملية،االدارات نظرية بعكس ما عملية نجاح عن الجميعوجهة من عملها بأداء ادارة كل خاللها يقوم التي

. الغير على ذلك تأثير باالعتبار االخذ دون نظرها

Samir Seadan

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العمليات مفهوم Process approach

Plan Do

ACT Verify/Check

(Correct)

Samir Seadan

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للعمليات المنظومة مفهومSystem Approach to Management

العالقات و الروابط بتحديد تقوم ان الشركة علىومعاملتها المختلفة العمليات بين ما الداخلية

كمنظومة.

Samir Seadan

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المستمر ContinualالتطويرImprovement

االيزو مبادئ أهم أحد إنالمستمر 9001:2008 التطوير هي

الشركة على بالتالي وعملها أساليب تطوير وباستمراروبالتالي وخدماتها وإجراءاتها

باالحتفاظ لتستمر أدائهاوبرضى السوق من بحصتها

. العمالء ووالء

ISO 9000:2000

Samir Seadan

15www.exploreHR.org

حقائق على بناء القرارات اتخاذFactual Approach to Decision Making

) مختلف ) بين موازنة عملية هي قرار أي القرار اتخاذالحقائق على الحصول فان وبالتالي الخيارات

المعطيات هذه وتحليل القرار اتخاذ قبل الموضوعية. سليم اداري قرار أي اتخاذ مقدمة هي احصائيا�

Samir Seadan

16www.exploreHR.org

الموردين مع العالقة توطيدMutually Beneficial Supplier Relationships

على لعمالئها خدماتها تقديم في تعتمد الشركاتو مورديها من لها المقدمة السلع و الخدمات

واالستفادة مفتوحة عالقة اقامة علينا بالتالي. الموردين تقنيات و خبرات و موارد من

Samir Seadan

17www.exploreHR.org

Provision of resources

Human resources

Infrastructures

Work environment

6 Resource Management

Management Commitment

Customer focus

Quality policy

Planning

Responsibility, authority & communication

Management Reviews

System Requirements / Structure of the Standard

General requirements

Documentation Requirements

4 Quality Management System

Planning

Customer related processes

Design & development

Purchasing

Production & service provision

7 Product Realization

8 Measurement Analysis & improvement

General

Monitoring & measurement

Control of NCP

Analysis of data

Improvements

Samir Seadan

5 Management Responsibility

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نظام إدارة الجودة نظام إدارة الجودة

العميلالعميلالعميلالعميل

رضا العميل

رضا العميل

مسئوليةاإلدارة

إدارة الموارد

القياس والتحليل والتحسين

إدراك خصائص المنتج/ الخدمة

مدخالت

المنتج

مخرجات

متطلبا ت

متطلبا ت

Samir Seadan

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الجودة . 4 إدارة نظامعامة 4.1 متطلبات

. المطلوبة العمليات جميع وتحديد تعريف.1 . العمليات وتداخالت تسلسل تحديدللتأكد 2. المطلوبة والطرق المواصفات تحديد

تلك في والتحكم التشغيل كفاءة منالعمليات.

الموارد 3. المعلومات، توفير من التأكدتلك ومراقبة وتشغيل لدعم الضرورية

العمليات. .4. العمليات تلك وتحليل ومراقبة قياسالنتائج 5. لتحقيق الضرورية اإلجراءات تطبيق

. المستمر والتحسين المخططة

Samir Seadan




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الوثائق 4.2 متطلبات

تشمل أن يجب الجودة إدارة نظام وثائقالتالي:

موثقة 1. جودة وسياسة أهداف

الجودة 2. دليل

موثقة 3. إجراءات

بالمؤسسة 4. مطلوبة وثائقالتخطيط فعالية من للتأكد

العمليات وضبط والتشغيلالمطلوبة 5. الجودة سجالت

العالمية بالمواصفة

Samir Seadan




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االدارة 5 مسؤوليةاإلدارة 5.1 التزام

التزامها على أدلة بتقديم العليا اإلدارة قياملنظام المستمر والتحسين بالتطوير

خالل من الجودة.1 ) ألهمية ) العاملين المؤسسة تفهم

العمالء من كل المتطلبات مع التوافقالمنظمة والقوانين

الجودة 2. سياسة إنشاء

الجودة 3. أهداف تحديد ضمان

اإلدارة 4. بمراجعات القيام

الموارد 5. توفير ضمانSamir Seadan


Customer focus

Quality policy

Planning


Management Reviews


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بؤرة 5.2 في العميل وضعاالهتمام

وتحديد 1. وتوقعات معرفة احتياجاتالعمالء

مدى 2. من للتحقق المتخذة الخطواتواالحتياجات التوقعات هذه تحقيق

مدى 3. على للتعرف المتبعة الطرقالعمالء رغبات إشباع

العمالء 4. رضى معرفة كيفية

Samir Seadan


Customer focus

Quality policy

Planning


Management Reviews


23www.exploreHR.org


الجودة 5.3 سياسة

تحدده كما الجودة تجاه مؤسسة ألي العام التوجهالعليا اإلدارة

: باألتي الجودة سياسة تتميز أن يجب

المؤسسة 1. ونشاط لطبيعة مناسبة

متطلبات 2. مع بالتوافق االلتزام تتضمنالدولية المواصفة

والتطوير 3. بالتحسين االلتزام تتضمنالمستمر

الجودة 4. أهداف لبناء العام اإلطار توضحومراجعتها

جميع 5. على وتفهمها توصيلها يتمالمؤسسة داخل المستويات

استمرار 6. من للتأكد مراجعتها يتممالءمتها

Samir Seadan


Customer focus

Quality policy

Planning


Management Reviews

24www.exploreHR.org

التخطيط 5.4

الجودة 5.4.1 أهدافوالمستويات 1. الوظائف جميع تالئم.2SMART

الجودة 3. سياسة مع متطابقةبالجودة • تتعلق امور اية تخطيطمضبوطة • بطريقة يتم والتغيير التخطيط أن ضمان

وأن . التغيير أثناء عليه المحافظة يتم ككل الجودة نظام

Samir Seadan


Customer focus

Quality policy

Planning


Management Reviews


25www.exploreHR.org


Planning

االتصاالت 5.5 الصالحيات، المسئوليات،

) قد ) التداخالت البينية والعالقات والصالحيات المسئوليات . المستويات جميع إلى وتوصيلها تعريفها تم

•. اإلدارة ممثل تعييناإلدارة • أعضاءومحافظ • مطبقة الجودة نظام عمليات أن ضمان

عليها. تشمل • الجودة نظام عن العليا لإلدارة تقارير تقديم

. والتحسين االحتياجات• . العمالء بمتطلبات والوعي تفهم من التأكد

Samir Seadan


Customer focus

Quality policy


Management Reviews

26www.exploreHR.org

اإلدارة 5.6 مراجعات

دورية 1. بصورة مخططة

والتطوير 2. التحسين فرص

الجودة 3. وأهداف سياسة

المراجعة 4. مدخالت

المراجعة 5. مخرجات

Samir Seadan


Customer focus

Quality policy

Planning


Management Reviews


27www.exploreHR.org

الموارد 6.0 إدارة

الموارد 6.1 توفيرالبشرية 6.2 الموارداألساسية 6.3 البنيةالعمل 6.4 بيئة

Samir Seadan

Provision of resources

Human resources

Infrastructures

Work environment

6 Resource Management

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المنتج .7التخطيط- 7.1

بالعمالء- 7.2 المتعلقة العملياتوالتطوير- 7.3 التصميمالمشتريات- 7.4الخدمة- 7.5 وتزويد االنتاج

االجهزة- 7.6 ومعاييره مراقبة

Samir Seadan

Planning

Customer related processes

Design & development

Purchasing

Production & service provision

7 Product Realization

Monitoring of Devices

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اإلستثناءات•

رقم البند خالل من لمتطلبات 7محدودةالدولية المواصفة

قدرة على تؤثر ال اإلستثناءات هذهمسئوليتها أو المؤسسة

على / قدرة ذو خدمة منتج تقديم علىالعميل إرضاء

. المنظمة المتطلبات جميع به ويتوافر

Samir Seadan

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عام 8.1والقياس 8.2 الرقابةالمطابقة 8.3 عدم حاالت ضبطالبيانات 8.4 تحليلوالتحسين 8.5 التطوير

Samir Seadan

التحليل، 8 . القياس، Measurement 8التحسين

Analysis & improvement

General

Monitoring & measurement

Control of NCP

Analysis of data

Improvements

Six Sigma

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What is Sigma ?

Sigma A term used in statistics to represent

standard deviation, an indicator of the

degree of variation in a set of a process

Samir Seadan

33www.exploreHR.org

What is Six Sigma?

Six Sigma

A statistical concept that measures a

process in terms of defects – at the six

sigma level, there 3.4 defects per

million opportunities

A philosophy and a goal : as perfect as

practically possible

A methodology and a symbol of quality

Samir Seadan

34www.exploreHR.org

Sigma Level

Sigma Level )Process Capability(

Defects per Million Opportunities

2 308,537

3 66,807

4 6,210

5 233

6 3.4

Samir Seadan

35www.exploreHR.org

Sigma Level

Six Sigma = 99,9997%

Samir Seadan

36www.exploreHR.org

Sigma Level

• Every hour the postal service

would lose 20,000 pieces of mail• Every day our drinking water

would be unsafe for almost 15

minutes• Every week there would be 5,000

surgical operations that go wrong

in some way• Every month we would be without

electricity for almost 7 hours

Why not 4 Sigma or 99.379% ?

Samir Seadan

37www.exploreHR.org

Why Six Sigma?

Money

Customer Satisfaction

Growth

Quality

CompetitiveAdvantage

Employee Pride

Samir Seadan

38www.exploreHR.org

• At GE, Six Sigma added more than $ 2 billion to the

bottom line in 1999 alone

• Motorola saved more than $ 15 billion in the first 10

years of its Six Sigma effort

• AlliedSignal reports saving $ 1,5 billion through Six

Sigma.

Why Six Sigma?

Samir Seadan

39www.exploreHR.org

Why Six Sigma?

Six Sigma is about practices that help you

eliminate defects and always deliver

products and services that meet customer

specifications

Samir Seadan

40www.exploreHR.org

Cost of Poor Quality

What is cost of waste?

What is cost of rework?

What is cost of excessive cycle times and delays?

Samir Seadan

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Cost of Poor Quality

What is cost of business lost because

customers are dissatisfied with your

products or services?

What is cost of opportunities lost because

you didn’t have time or the resources to take

advantage of them?

Samir Seadan

42www.exploreHR.org

Customer

What does my customer need

from our process?

How is our process

performance from the customer

perspective?

How does my customer

measure my process?

How would my customer like

for our process to perform?

What can we do better?

How does my customer view my process?

Customer Centricity – The Cornerstone of 6-Sigma

Samir Seadan

Voice of Customer- VOC.

43www.exploreHR.org

Critical-to-Quality )CTQ(

Elements of a process that significantly affect

the output of that process. Identifying these

elements is figuring out how to make

improvements that can dramatically reduce

costs and enhance quality.

Samir Seadan

44www.exploreHR.org

Six Sigma Phases

Samir Seadan

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Define Measure Analyze

Improve

Control

Six Sigma Phases

D M A I C

Samir Seadan

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Define

Measure

Analyze

Six Sigma Phases

Define the project goals and customer

(internal and external) deliverables

Measure the process to determine current

performance

Analyze and determine the root cause(s)

of the defects

Samir Seadan

47www.exploreHR.org

Improve

Control

Six Sigma Phases

Control future process performance

Improve the process by eliminating defects

Samir Seadan

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Six Sigma Phases

Define

• Define Customers and Requirements (CTQs)

• Develop Problem Statement, Goals and

Benefits

• Identify Champion, Process Owner and Team

• Define Resources

• Evaluate Key Organizational Support

• Develop Project Plan and Milestones

• Develop High Level Process Map

Samir Seadan

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Six Sigma Phases

Measure

• Define Defect, Opportunity, Unit and Metrics

• Detailed Process Map of Appropriate Areas

• Develop Data Collection Plan

• Validate the Measurement System

• Collect the Data

• Begin Developing Y=f(x) Relationship

• Determine Process Capability and Sigma

Baseline

Samir Seadan

50www.exploreHR.org

Six Sigma Phases

Analyze

• Define Performance Objectives

• Identify Value/Non-Value Added Process

Steps

• Identify Sources of Variation

• Determine Root Cause(s)

• Determine Vital Few x's, Y=f(x)

Relationship

Samir Seadan

51www.exploreHR.org

Six Sigma Phases

Improve

• Perform Design of Experiments

• Develop Potential Solutions

• Define Operating Tolerances of Potential

System

• Assess Failure Modes of Potential

Solutions

• Validate Potential Improvement by Pilot

Studies

• Correct/Re-Evaluate Potential Solution

Samir Seadan

52www.exploreHR.org

Six Sigma Phases

Control

• Define and Validate Monitoring and Control

System

• Develop Standards and Procedures

• Implement Statistical Process Control

• Determine Process Capability

• Develop Transfer Plan, Handoff to Process Owner

• Verify Benefits, Cost Savings/Avoidance, Profit

Growth

• Close Project, Finalize Documentation

• Communicate to Business, Celebrate

Samir Seadan

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Tools and Roles for Six Sigma

Samir Seadan

54www.exploreHR.org

• Creating flowcharts of the step in a process

– operations, decision points, delays,

movements, handoffs, rework, loops, and

controls or inspections. • A process map is illustrated description of

how a process work.

Tools for Six Sigma

Process

Mapping

Samir Seadan

55www.exploreHR.org

• DOE is a structured, organized method for

determining the relationship between

factors (Xs) affecting a process and the

output of that process (Y).

Tools for Six Sigma

Design of

Experiments

or DOE

Samir Seadan

56www.exploreHR.org

• A group of rows and columns, with one set

of increments marked along the X

(horizontal) axis and another set of

increments marked along the Y (vertical)

axis. • The purpose of using XY matrix is to study

and understand the relationship between

what you are putting into a process and

what your customer is getting out of it. • The XY matrix allows the team to identify

gaps, areas for improvement.

Tools for Six Sigma

XY Matrix

Samir Seadan

57www.exploreHR.org

• Process capability tool is the measure of a

process being able to meet specification

requirements and fulfill customer CTQ

needs on a long term basis.

Tools for Six Sigma

Process

Capability

Tool

Samir Seadan

58www.exploreHR.org

• Investigating a theory about the suspected

cause (s) of a particular effect in a process

to determine if it is correct. • It’s a compass that points you directly to

the vital few factors that are most affecting

your process.

Tools for Six Sigma

Hypothesis

Testing

Samir Seadan

59www.exploreHR.org

• The manner in which a part or process can

fail to meet a specification, creating a

defect or non-conformance, and the impact

on the customer if that failure mode is not

prevented or corrected.

Tools for Six Sigma

Failure

Mode Effect

Analysis

Samir Seadan

60www.exploreHR.org

• A detailed assessment and guide for

maintaining all the positive changes you,

your black belt, and the project team have

made. • It ensures that all your analysis and efforts

stay in effect and that you have information

at your disposal to prevent backsliding or a

return to less than optimal performance

standard.

Tools for Six Sigma

Control

Plan

Samir Seadan

61www.exploreHR.org

Champions Are responsible for the Six Sigma

implementation across the organization in an

integrated manner. Champions also act as

mentor to Black Belts.

Includes CEO and other key top management

team members. They are responsible for setting

up a vision for Six Sigma implementation.

Key Roles for Six Sigma

Executive

Leadership

Samir Seadan

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Black Belts Operate under Master Black Belts to apply Six

Sigma methodology to specific projects. They

primarily focus on Six Sigma project execution.

Identified by champions, act as in-house expert

coach for the organization on Six Sigma. They

devote 100% of their time to Six Sigma.


Master

Black Belts

Samir Seadan

63www.exploreHR.org

Are the employees who take up Six Sigma

implementation along with their other job

responsibilities. They operate under the guidance

of Black Belts and support them in achieving the

overall results.


Green Belts

Samir Seadan

Excellence Model -EFQM

65www.exploreHR.org

Lead

ership

People

Policy &Strategy

Partnerships& Resources

Pro

cesses

People Results

CustomerResults

Society Results

Key

Perfo

rman

ceR

esults

INNOVATION AND LEARNING

ENABLERS RESULTS

66www.exploreHR.org

Lead

ership

People

Policy & Strategy

Partnerships& Resources

Pro

cesses

People Results

CustomerResults

Society Results

Key

Perfo

rman

ceR

esults

INNOVATION AND LEARNING

ENABLERS RESULTS

100 90

80

90

140 90

200

60

150

67www.exploreHR.org

Leadership : 1- Purpose and Direction 2- Vision , Mission & Values3- Company Identity4- Motivation

People : 1- Competencies 2-Loyality & Motivated3- Intellectual Capital

Policy & Strategy :1- Defined Policies and strategies 2- known to all

Partnership and Resources:1- sharing risk and cost 2- improving competitiveness

Samir Seadan

100

90

80

90

68www.exploreHR.org

Processes :1- Efficient and Effective2- Enhanced confidence of stakeholders

People Results: 1- employee satisfaction 2- People retention

Customer Results :1- Customers satisfaction 2- Customers Complaints3- Customers Loyalty

Society Results :1- unemployment's issues2- Environment

Key performance Results:1- Profit 2- Market share 3- Costs

Samir Seadan

140

20060

90

150

69www.exploreHR.org

EFQM Levels of Excellence:

1- European Quality Award - EQA 2- Recognized for Excellence 3- Committed to Excellence

Samir Seadan

Balanced Score Cards

71www.exploreHR.org

What - is the Balanced Scorecard ?

• A business measurement tool

• Used for both planning and performance reporting

• Key factor being to agree the correct set of measures / targets

relevant to a particular business vision and strategy

which may be combined to produce an overall business performance “score”

•

Samir Seadan

72www.exploreHR.org

What is the Balanced Scorecard..? What is the Balanced Scorecard..?

Commercial, state or privately ownedProfit and non-profit organisations

All industry sectorsLarge and small organisations

A proven feature of the Scorecard concept is its adaptability to fit a wide variety of business situations

• In its generic format it brings together 4 aspects of business

which are necessary for sustained future business success– People and learning – Internal Processes– Customer – Financial

Samir Seadan

73www.exploreHR.org

Key principles of the BSC ...

• Alignment of management focus and resource allocation

to the achievement of goals / strategic objectives:

…. “the strategy focused organisation”

…. “translating Vision into reality”

• Business performance measurement ) and targeting ( of

the key drivers of success

• Feedback and learning : is the strategy working - are we on

track to reach our goals ..?

Samir Seadan

74www.exploreHR.org

Illustrative - Overall Scorecard Summary…

C1 Customer satisfaction 5 60.0% 64.0% 70.0% 65.0%C2 Customer acquisition/growth 10 10.0% 12.5% 12.0% 12.5%C3 Customer relationship / cross-sell 5 220.0% 228.0% 240.0% 240.0%C4 Market Analysts 5 NA 55.0% NA 50.0% n/a n/aC5 Effectiveness of brand 5 70.0% 73.0% 75.0% 74.0%C6 Customer retention 5 8.0% 8.1% 8.0% 7.9%C7 Market share 5 5.2% 4.5% 5.1% 4.4%

CUSTOMER 40%F1 ROE 10F2 Cost income ratio 5F3 Asset quality 5F4 Market capitalisation 5

FINANCE 25%IP1 Risk Management 5IP2 Process efficiency 5IP3 SLA achievement 5IP4 Project Management 5

INTERNAL PROCESSES 20%P1 Staff skills 5P2 Staff morale 5P3 Corporate culture index 5

PEOPLE 15%

Note 1 Trigger points for Red / Amber / Green need to be established for every individual measureNote 2 If underlying measure data has been updated since previous report, superimpose arrow to indicate movement

( I.e. arrow up = better result : down = worse : horizontal = no change )

Samir Seadan

75www.exploreHR.org

In simple language ...

• Understanding where is your destination

• Understanding the route you are proposing to take

• Then - reading the signposts to check if you are correctly en-route

It may sound simple, BUT …many organisations do not have answers to these points

Samir Seadan

76www.exploreHR.org

Alignment across the organisation…a mixture of shared and unique measures

CORPORATE CORPORATE

DIVISION DIVISION

DEPT DEPTDEPT

Samir Seadan

77www.exploreHR.org

Aligning people …( “Before and After” a successful Scorecard application )

Samir Seadan

78www.exploreHR.org

People and Learning Perspective : to achieve our vision how will we sustain our ability to change and improve..?

People and Learning Perspective : to achieve our vision how will we sustain our ability to change and improve..?

– People / HR • morale ) including confidence in leadership (• skills / competencies ) and resultant skills gap(• attendance / absenteeism• applications per vacancy

– Learning / Change / Capabilities• effectiveness of training• overall change management / ability to change• innovation / creativity

– R&D investment ratio– income from new ideas / products

• living the corporate values

Samir Seadan

79www.exploreHR.org

Internal Process Perspective : to satisfy our shareholders and customers what internal processes must we excel at..?

Internal Process Perspective : to satisfy our shareholders and customers what internal processes must we excel at..?

• Overall Focus on Quality, Time and Efficiency

– quality / error rate / warranty claim rate– on - time delivery– unit cost– IT availability / response times– effectiveness of communications– environmental impact– project management– development time to market– overhead cost ratio– supplier management– average stock level

Samir Seadan

80www.exploreHR.org

Customer perspective : to achieve our vision how should we appear to our customers..?

Customer perspective : to achieve our vision how should we appear to our customers..?

– who is the customer ?• intermediaries / brokers• direct customer• community / regulator

– customer results• market share / competitor position• new customers / retention / attrition• recovery• relationship• satisfaction

– what are drivers of customer success ?• service recovery• image• sales conversion rateSamir Seadan

81www.exploreHR.org

Financial perspective : to succeed financially how should we appear to our shareholders..?

Financial perspective : to succeed financially how should we appear to our shareholders..?

• Focus on established measures of financial performance - the delayed consequence of performance in the 3 other Scorecard quadrants.

• Typical measures :– ROE / ROI /– Business volume growth– Share price / Market capitalisation– Investor confidence– Overall efficiency / Cost: income ratio– Risk management / Loss: asset ratio– Cash flow– Value add per employee

Samir Seadan

Kaizen

83www.exploreHR.org

•

1984KAIZEN

The Key to Japanese

Competitive Success

1987‘GEMBA KAIZEN’

The Commonsense Approach

toManagement

Two path breaking books, that offered true insights into Japanese

Management

Masaaki ImaiFounder and Chairman

Samir Seadan

84www.exploreHR.org

Kaizen Institute, Ltd.Parent Company

(Switzerland)

Kaizen InstituteAmerica

1985

Kaizen InstituteEurope1990

Kaizen InstituteJapan1990

Reconstituted as Kaizen Institute

Africa Asia PacificYear 2000

Samir Seadan

85www.exploreHR.org

•

KAI …..

CHANGE

ZEN ….

GOOD

(FOR THE BETTER)

KAIZEN…..

CONTINUAL IMPROVEMENT

KAIZEN

Gemba

Japanese forthe Real Place,

the place where value is added,Also means workplace/shop floor

Samir Seadan

86www.exploreHR.org

KAIZEN Management Paradigm

TOPMANAGEMENT

MIDDLEMANAGEMENT

SUPERVISORS

WORKERS

Innovation

KAIZENDevelopment

Maintenance)Current Status(

Samir Seadan

87www.exploreHR.org

KAIZEN is: Focused Improvement.

Paper does not burn in sunlight

Paper burns

Improvement Focused Improvement

Improvement is like sunlight:• Lot of energy, but dispersed (wasted)• Small improvements• Slow progress.

Focused improvement concentrates the energy:• Little energy, but concentrated and aligned• Enables significant (large) improvements• Small time required• Rapid progress

KAIZEN

Paper does not burn in sunlight

Samir Seadan

88www.exploreHR.org

What really is KAIZEN®

Eliminating waste from processes is Kaizen.

Kaizen is process improvements

• which are s ignificant )large(

• Focused on s trategically important areas

• Achieved speedily

• and are sustainable

Samir Seadan

89www.exploreHR.org

Muda Definition

Activity = Useful Work + Wasteful Work

= Added Value + Non Added Value

Expenditure = Cost + Waste (Muda)

Cost is due to useful work

Waste comes from MUDA

KAIZEN attacks MUDA

first

MUDA is Japanese for wasteful work

(non value adding work)

Samir Seadan

90www.exploreHR.org

Types of MUDA

1. Muda of over-production2. Muda of waiting3. Muda of transport4. Muda of processing5. Muda of inventory6. Muda of motion7. Muda of repair/rejects

Samir Seadan

91www.exploreHR.org

Types of MUDA

1. Muda of Untapped Human Potential2. Muda of Inappropriate Systems3. Muda of Resources – Energy, water4. Muda of Materials5. Muda in Service and Offices6. Muda of Customer Time7. Muda of Defecting Customers

Samir Seadan

92www.exploreHR.org

How can we determine Muda?

What does customer want from this process?

Is he willing to pay for it?

Samir Seadan

93www.exploreHR.org

Gemba Kaizen also Focuses on :

Mura = Inconsistencies• Happens sometimes?• Happens some places• Happens to some people• One side is ok; the other side

is not ok

All this is Mura

Mura

Samir Seadan

94www.exploreHR.org

Muri

Muri = Physical Strain• Bend to work?• Push hard?• Lift weight?• Repeat tiring action?• Wasteful walk?

All this is Muri

Gemba Kaizen also Focuses on :

Samir Seadan

95www.exploreHR.org

KAIZEN

• Total Quality Control• QC Circles• 5s• Suggestion System• Automation• Total Productive Maintenance

• Kanban• Just In Time• Zero Defects• Small-Group Activities• Worker/Management Relations• Productivity Improvement

®

Samir Seadan

96www.exploreHR.org

KAIZEN Process

•

A P

C D

Time

Improvement

S: StandardizeD: DoC:CheckA:Act

P: Plan D: DoC:CheckA:Act

A S

C D

A S

C D

A P

C D

Samir Seadan

97www.exploreHR.org

1) Select a project

2) Go to Gemba to understand current situation & to set objectives

3) Collect data from Gemba & analyze to find root causes

4) Establish Solutions

5) Implement on Gemba

6) Confirm effect / result

7) Standardize

8) Review it often & work on it to improve.

The KAIZEN Story:

Samir Seadan

98www.exploreHR.org

Typical results of Kaizen workshops have been:

• 50~70% reduction in processing time• 20~40% increase in efficiency• 20~40% savings in costs• 40%-60% reduction in errors• 50% release of space• Significant improvement in morale• Empowering of human resource• Discovery of new capabilities

Impact of KAIZEN Implementation

Samir Seadan

99www.exploreHR.org

End of Material

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