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A successful transformation strategy requires self-sufficiency and sustainability to be effective.
A key factor to this end is to create an internal center of excellence
team to support the transformation.
Why Develop an Internal Team?
All Rights Reserved, Juran Global
Called the Father of Modern Day Quality Management
Responsible for naming the Pareto Principle
Author on the means to attain organizational breakthroughs in quality
Dr. Joseph M. Juran founded Juran Institute, Inc.
Passed away at 103 years old in 2008
Who is Juran?
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Who is Juran Global? Founded by the late Dr. Joseph M. Juran
we have provided professional services since 1979.
Certified over 10,000 Quality Professionals, Lean and Six Sigma Belts in the Juran Principles.
Researched best practices and published the results in textbooks.
Worked with great organizations all over the globe.
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Today’s Agenda
1. Why create internal consultants or COE today?
2. What skills are required for the internal consulting staff?
3. What must be done to attain and sustain results?
4. How to educate, apprentice and certify your internal consultants?
5. How to decide how much self-sufficiency is right for your organization?
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COE:Certified Quality
Engineers
Why? A Little History. . . 1970’s
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RobustQuality Product
More Customer
Needs
Improved ProcessQuality
COE:Quality
Improvement Facilitators
Why? A Little History. . . 1980’s
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Information Quality
More Customer
Needs
Improved ProcessQuality
RobustProductQuality
COE:Certified
Quality ManagersSix Sigma BeltsLean Experts
PMI, BPM
Why? A Little History. . . 2000’s
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Who is the Customer Today?
Board Members? Financial Executives?
Auditors?Strategists?
Legal Counsel?Environmentalists?
And yes, the external payer…
The Customer
COE:Today your business
needs a well balanced staff
capable of integrating
multiple methods for the right purpose,
at the right time.
Why? A Little History. . . Today
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Need for New Internal COE
Stakeholders Customers
Organization Wide Quality
Why? A Little History. . . Today
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An Integrated Function
Quality
Audit
Excellence
Finance
The Future???
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COE Purpose
A function that can move the culture (drive the organizational beliefs and habits, set forth in
policies and processes) to enable your organization to develop and
deliver products and services that “no doubt” will meet
customer and stakeholder needs – over time.
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Comparative Diagnosis
Execute Solutions
Behavioral Development
Sustain & Renew
Capabilities Must Change Over Time
Time Decide Prepare Launch Expand Sustain
Transformation Stages
Transformation vs. Capabilities
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Establish the Team
1. Greater understanding of Stakeholder Needs to meet the Enterprise Mission.
2. Continual process optimization through multi-functional improvements with the right methods.
3. Enterprise-wide integrated management systems to maintain daily compliance and control of mission critical processes.
4. Creating an “Integrated COE function” to manage the Enterprise Transformation System.
5. Multi-lingual staff – they know Voice of the Business Stakeholders and methods to enable the Enterprise to meet their needs.
6. Multi-tasking consultants trained in business improvement methods of planning, control, and improvement.
7. Annual deployment review to renew improvement programs to avoid quality failures and maintain effective internal controls.
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Establish the Team
1. Based on support established requirements what do we need to do?
2. Assess and hire the right people with current Knowledge, Skills and Abilities (KSA’s) to meet mission:– a. How do they match to your
requirements?– b. Can we close them internally?– c. Do we need external help?
3. Establish a 1-2-3 Certification Plan.
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Just Do Its Small Gains Large GainsCreate New
Services/Processes
Assess, Analyze, Change,Spread
Root CauseAnalysis
(RCA)
Lean &Six Sigma
DMAICQuality by
Design
ClearSolution
Unclear Solution
RadicalModerate
Large Gains Need Support
Rapid ImprovementsQuick Moderate Results
Select the Methods
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Planning For Self-Sufficiency
1. Align to the company Transformation and Deployment Plana. Is there a business plan that sets direction?b. Are you aligned to that plan?c. Does your structure enable you to adequately
support the organization?
2. Determine what is necessary to support this plana. Develop a functional charter – what you need to
dob. Who will do it and what skills do they need?c. What will they do?
i. Train?ii. Mentor projects?iii. Conduct projects?
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Assess Internal Team Progress
1. Based on established KSA Gaps, how are we doing?a. Review bi-annuallyb. Tie to compensation plan
2. Consider Internal Customer Satisfaction as wella. Regularly, after each internal consulting event
request feedback from the business
3. Match the Internal Development Plan to the Deployment Plana. Establish the golden thread between the KSA’s
they are developing and the business results
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Annual Deployment Review
1. What gets measured gets done!2. Structure review of organization progress against
benchmark industry metrics (Baldrige)3. Conduct annual review based on the size and scope
of the change needed4. Can be a unit by unit view or rolled up to a company
view5. Some metrics:
a. Performance (Critical success factors and ROI)b. Knowledge transferc. Internal Team performanced. Strengths and Weaknessese. Recommendations
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Assess Results Metrics
People: Improved Skills & Behavior
Culture: Increased Customer Delight
Process: Improved Effectiveness & Efficiency
Financial: Increased Sales & Reduce Cost
Quality: Increased Product Salability
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Self-sufficiency: What is right for your organization
Why: To drive change
Skills: Increase as organization maturity changes
Attain Results: Use the right method at the right time
Educate: Bi-lingual, Continuous learning
Review
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Connect With Us
@Juran_Institute
www.youtube.com/user/JuranInstitute
www.facebook.com/JuranInstitute
www.linkedin.com/company/juran-institute
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More Resources
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Thank You!
Copyright ©2015, Juran Institute, Inc. For more information, please visit www.juran.com
Contact us at: [email protected]