Summary

3.1

Updated April-09

Lecture Notes

Chapter 3 Enterprise Excellence

Deployment

ENTERPRISE EXCELLENCE

3.2

Updated April-09

Learning Objectives

• Enterprise Excellence Infrastructure

• Measurement, Analysis, and Reporting

• Enterprise Excellence Deployment Planning

• Enterprise Excellence Policies, Guidelines, and Infrastructure

3.3

Updated April-09

ENTERPRISE EXCELLENCE

DEPLOYMENT

• Deployment of Enterprise Excellence is accomplished through a series of collaborative steps.

• The steps include: 1. Determine what you want to accomplish 2. Understand why you want to accomplish it 3. Determining where you are on the journey to your goals 4. Develop a plan to achieve the goals 5. Establish the resources to implement the plan

• This Should be followed by continuous performance monitoring, evaluating, and adjusting the plan

3.4

Updated April-09

ENTERPRISE EXCELLENCE

INFRASTRUCTURE

• The deployment and implementation infrastructure

includes the following roles as shown in Figure 3.1:

3.5

Updated April-09

ENTERPRISE EXCELLENCE

INFRASTRUCTURE

• Organizations who deploy Enterprise Excellence need help from external experts in the first year or two.

• Select help from consultants or companies that have a substantial amount of experience in a wide variety of businesses, industries, and organizational cultures.

• Before making the selection, carefully vet their references to ensure they have the right experience in achieving the results you are seeking.

• Select those who are capable of tailoring their approach to Enterprise Excellence deployment to suit the needs of your organization, business, industry, technology, and culture.

3.6

Updated April-09

DEPLOYMENT MEASUREMENT, ANALYSIS,

& REPORTING

• Once the decision has been made to deploy Enterprise Excellence and the Executive Senior Review Group (ESRG) has been formed, the next steps are to evaluate the management system and perform an Enterprise Excellence maturity assessment.

• The results of the assessments will reveal strengths and weaknesses in the organization.

• It will reveal opportunities for an enterprise to become a high-performing organization such that it can deliver its goals and be competitive.

3.7

Updated April-09

Management System Assessment

• Enterprise Excellence management system is a documented system that:

• Establishes the management system quality requirements

• Defines management roles and responsibilities

• Specifies the operating policies and guidelines for managing resources (people, budget, assets), product design/production/service, and measurement/analysis/ improvement.

3.8

Updated April-09

I. Quality Management System (QMS) Requirements:

A. General requirements covering recognized practices & Standards (e.g. ISO 9001:2000), policies for continuous improvement, value stream maps, process controls to ensure effectiveness, resources fro maintenance of procedures, metrics and improvements, etc.

B. Documentation requirements: Quality manual describing the QMS and governing processes, controlled revisions of documents/sheets/matrices/forms, docuemnted evidence of results, management review records, storage and retention, protection, etc.

II. Management responsibilities:

A. Committment to development and maintenance of QMS, meeting regulatory and customer requirements, procedures governing quality policy, regularly evaluating quality performance, and providing adequate resources.

Management System Assessment

3.9

Updated April-09

B. Customer focus ensuring that guidelines are established to ensure that customer expectations are identified and delivered, and for continuously working on improving customer satisfaction.

C. Quality policy to confirm that guidelines are established for meeting the requirements of the enterprise (customers, employees, dealers, government, etc.), that Training is available and deployed, and that updates to the requirements/guidelines/training are done on a continuous basis.

D. Quality planning to ensure quality objectives are developed, deployed, they are measurable with resources available to satisfy them.

E. Responsibility, authority, and communication showing org charts, vision, mission, goals, responsibilities, authority, and delegation.

F. Management review on a monthly basis to review customer feedback, internal audits, corrective & preventive actions, personnel, training, product and people performance metrics, etc.

Management System Assessment

3.10

Updated April-09

III. Resource Management  Employee training requirements, records identifying training requirements

and completion, procedures to ensure all employees receive quality awareness training on the importance of quality customer satisfaction, equipment Maintenance, environment comtrol, hardware and software controls, etc.

IV. Product and service realization: The design, development, and delivery of specific products or services to the marketplace

A. Planning: Do you have document and review the quality objectives, product specifications, acceptance criteria, test requirements, validation plans, monitoring, inspection, and documentation of records from all stages of the development process?

B. Listening to the voice of the customer: Do you have customer requirements, product functional requirements, safety requirements, regulatory requirements, warranty targets, etc.? Are the requirements reviewed prior to acceptance of contracts and or change orders? Are orders and actions recorded and maintained as a quality record? Are changes to the requirement communicated to emloyees, customers, dealers? What system is used to communicate with customers, sales people, establish orders and inquiries, report quality issues, customer complaints, etc.

Management System Assessment

3.11

Updated April-09

C. Design and development: Are the product design and development activities planned and controlled? What processes do you have to develop new technologies , products, and services? Are the interfaces between stakeholders defined and managed to ensure proper communication? Specification revision control? Are results of design reviews maintained as quality records? 7. Are the verification results maintained as quality records? Are the results of validation testing maintained as quality records? Are design specification changes reviewed, verified, and validated?

D. Purchasing control: Do purchasing processes conform to the specifications? Are suppliers evaluated based on their ability to supply conforming product? How does the organization select suppliers? Are suppliers assessed and evaluated on a periodic basis? Does purchasing information describe the requirements for a quality management system? Are inspection and incoming testing requirements specified to ensure that purchased parts conform to the specification?

Management System Assessment

3.12

Updated April-09

E. Control of operations and processes: DO you have written work instructions? Monitoring and measuring equipment? service processes defined and validated? Conforming products against clear criteria? Identification, traceability, and control information is collected and maintained?

F. Control of measuring and monitoring equipment: Has a metrology system been established that provides for verification of measurement and monitoring equipment, calibration, and tracking of international or national standards? Processes for safeguarding measurement and monitoring equipment against improper adjustment that could invalidate the measurements? Protection of measurement and monitoring equipment against deterioration during use, their maintenance, and storage?) does QMS have requirements for maintaining calibration and verification records, and procedures for the dispositioning of scrap products that does not meet requirements?

Management System Assessment

3.13

Updated April-09

V. Measurement, analysis, and improvement

A. Customer satisfaction.

B. Internal audits.

C. Monitoring and measurement of processes.

D. Monitoring and measuring products.

E. Control of nonconforming product.

F. Implementation of continuous measurable improvement

Management System Assessment

3.14

Updated April-09

• The Enterprise Excellence maturity assessment has been developed for evaluating your progress in achieving the desired state. It is intended to be used to develop a baseline status for your organization.

• The Enterprise Excellence maturity assessment needs to be performed by a team of three to six people. The team needs to be led by a senior member of the enterprise senior review group (ESRG).

• The Enterprise Excellence maturity assessment is divided into five major categories:

1. Leadership, vision, alignment, and deployment 2. Change management 3. Infrastructure 4. Corporate culture/workplace 5. Process metrics

Enterprise Excellence Maturity Assessment

3.15

Updated April-09

Enterprise Excellence Maturity Assessment

3.16

Updated April-09

Figure 3.2 shows that the leadership, vision, and deployment category appears to need the most improvement

Enterprise Excellence Maturity Assessment

3.17

Updated April-09

• During the first sessions the ESRG will perform the following:

 Review the roles and responsibilities and define the membership of the ESRG

 Review the assessment report, determine and prioritize actions, assign responsibility, and begin implementation

 Develop the enterprise-level process maps, and evolve them to enterprise value stream maps

 Define, establish, and improve existing infrastructure toward deploying and maintaining Enterprise Excellence

 Define and prioritize enterprise-level projects

ENTERPRISE EXCELLENCE DEPLOYMENT

PLANNING

3.18

Updated April-09

 Identify critical success factors for the deployment

 Define and prioritize deployment goals and objectives

 Perform a stakeholder analysis for the deployment plan

 Define the Enterprise Excellence deployment strategy with a plan of action and milestones (POA&M)

ENTERPRISE EXCELLENCE DEPLOYMENT

PLANNING

3.19

Updated April-09

• During ongoing sessions, the ESRG will:

 Monitor, evaluate, and report status of the deployment

 Roll up subordinate programs/projects

 Review and approve enterprise-level projects

 Continue to perform periodic reviews of the enterprise value stream map for improvement opportunities

 Reprioritize actions as required

ENTERPRISE EXCELLENCE DEPLOYMENT

PLANNING

3.20

Updated April-09

• Process mapping is a systematic/systems approach to documenting the steps and activities required to complete a task.

• Process maps are diagrams that show varying levels of detail, relative to what an organization does and how it delivers services.

• Process maps are graphic representations of:  What an organization does

 How it delivers services

 How it delivers products

Process Mapping

3.21

Updated April-09

• The Enterprise Excellence planning toolkit includes the tools most often used in the collection and analysis of communication data, which can be gathered from a variety of sources that are:  Conversation

 Surveys

 Written reports

 Brainstorming

Enterprise Excellence Planning Toolkit

3.22

Updated April-09

• Cause-and-effect analysis uses diagramming techniques to identify the relationship between an effect and its cause.

• Cause-and-effect diagrams are also known as fishbone diagrams.

Cause-and-Effect Analysis

3.23

Updated April-09

• Stakeholder analysis is a technique to identify and assess key people, groups, and institutions that could significantly influence the success of a project as far as requirements or funding for the project, product, and process

Stakeholder Analysis

3.24

Updated April-09

• Three specific types of plans are required to deploy the mission of an enterprise: Executive, Management, and Operating.

• An executive plan develops the organization's policies and general principles of operation

• The management-level plans establish the methods, practices, and procedures necessary to translate company policies into action

• The operating plans use the methods, practices, and procedures established through the management plans to focus

Formulating and Deploying the Enterprise

Excellence Strategy

3.25

Updated April-09

• An executive deployment plan consists of a plan of action and milestones.

• It addresses the major elements that are essential for Enterprise Excellence deployment. For each of these elements, the plan needs to provide a systematic approach for:  Identifying policies and guidelines

 Defining infrastructure

 Deploying the policies, guidelines, and infrastructure

ESTABLISHING ENTERPRISE EXCELLENCE

POLICIES, GUIDELINES, & INFRASTRUCTURE

3.26

Updated April-09

• In this chapter, we have learned the following:

 Enterprise Excellence Infrastructure

 Deployment Measurement, Analysis, and Reporting

 Enterprise Excellence Deployment Planning

 Establishing Enterprise Excellence Policies, Guidelines, and Infrastructure

Wrap-up