Induction Program QPI

Induction Program of Quality & Process Improvement (QPI)
Principles of QPI
Logical Simplicity
Profit
Involve Everyone Practical Methods And Tools
These Principles are applied systematically to all elements of the QPI Program
Objective of QPI
y The objective of QPI is profit
Improving quality Greater Customer Allegiance Increased Revenue
Removing Waste
Lowered Cost
Net result: Increasing profit from greater revenue and lower costs
QPI & Continuous Improvement Methods

Feature Time Frame Technology Approach
Limited Duration Specialist Team Technology Change Software, Hardware, New Machines Etc Project Management
Six Sigma Approach

Mid to Long Term Specialist Individuals & Teams (Belts) Variation - Quality Improvement
QPI Project Team Approach

Mid to long term
Lean System Approach

Continuous Never Ending Teams then Normal Organization Numerous Daily Problems Value Stream >> Systems View Anchored in daily organization Lean Tools in a systems framework Lean is daily business
Responsibility Task Description
Cross Functional Team
Key Problem Solving Continuous Improvement Step Model PDSA Method Team Problem Solving Tools CIP Coach / Facilitator parallel to daily business
Core Approach
Statistics & Data Analysis Statistical Tools DMAIC 6 Sigma Department >> Task Force
Tools Organizational Integration Employee Involvement Key Performance Indicators Optimization
Often with external partner Short term very high
Low
High
Very High - Long Term
Project Budget Metrics Technology Change Exchange
Process Capability Parameter Analysis Deep Analyses, DOE / Correlations
KPMs and Project Metrics Next Problem >> Next Project Opportunity
Continuous tracking, monitoring Lean Metrics Refinement >> New Lean Modules
Quality & Process Improvement

Continuous i prove ent environ ent in support of the greater good of the enterprise
Focused on custo er satisfaction To be the pre ier leader To excel over the co petition Leadership and tea ork At all organizational levels Use of ethods, processes, etrics and tools
Powerful competitive leverage
QPI Overview
y What?
y y y
QPI is a data-centric way to make processes more efficient Each project has a small scope to ensure success Usually designed to improve a specific KPI
y Why?
y y y
To make our jobs easier, more efficient Make customers happier Make Oriental Steel Pipe more competitive, increase profits
y Who?
y
Everyone !
The QPI Eight Step Method

Step 1 Mission Statement
Identify problem Define boundaries Develop metrics Identify stakeholders Set Goals
Step 2 Current Process

History Flowchart Identify key process steps Gather data
Step 3 Simplify Process

Look for waste and obvious problems Remove all waste and obvious problems
Plan Step 8 uture Plans

Develop list of unsolved issues Decide teams next activity and involvement
Act Do
Step 4 Analyze the Data

Identify possible causes Use improvement tools Verify with data
Stu y Step 7 Stan ar ization

Describe new process Develop a plan Ensure all actions are completed
Step est Solutions

Conduct a test DSA Study results Take action P
Step 5 in Solutions
Evaluate solutions with data Identify stakeholders Identify barriers Develop a plan
Using the Eight Step Method

The Eight Step Method provides a tested and proven process for conducting team projects Decisions are based on data, not guesses Validity of solutions is ensured by monitoring and testing, not hope The Eight Step Method is prescriptive where all steps are always executed completely and thoroughly, not selectively applied
QPI Eight Step Problem Solving Method

Step 1 Step 2 Step 3
Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans
Analyze the Data Act

Study
Step Step 6 Step
Standardization
Test Solutions
Conduct a test PDSA Study results Take action
Find Solutions
QPI Basic Tools

Meetings Brain Storm
Problem - Cause 1 - Cause 2 - Cause 3
y Meetings y Brainstorming y Quick Vote y Check Sheet y Pareto Chart y Flowcharts y Fishbone Diagram y Implementation & Control Plan
Agenda - Welcome - Discussions - Wrap Up
Quick Vote
Problem - Cause 1 /// - Cause 2 // - Cause 3 ////
Defects PN 123 Date Short Open Ground 23 /// / //// 24 // /// /// 25 / // ////
areto hart
Flow
Fishbone
Run
XmR
hart
Histogram
heck Sheet
hart
hart
QPI Statistical Tools

Run
y Run Charts
XmR
y Histograms
Histogram
Simple statistical tools that everyone can understand and apply
y Control Charts
hart
hart
Overview of the QPI Process

Conduct Conduct Assessment Assessment
Key Business Key Business Metrics Metrics
Mission
Identify Gap
Assign a PPI Team
Apply PPI Improvement Tools

Meetings
Agenda - Welcome - Discussions - Wrap Up
Brain Storm
Problem - Cause 1 - Cause 2 - Cause 3
Quick Vote
Problem - Cause 1 /// - Cause 2 // - Cause 3 ////
I entif stakehol ers
Fin
Describe new process Develop a plan ns re all actions are complete

on ct a test PD t res lts ake action
val ate sol tions with ata I entif stakehol ers I entif barriers Develop a plan
XmR hart

Implement Team Solutions & Control Plan

tep 7 tan ar ization
tep 6 est ol tions
tep 5 ol tions
Fishbone
Run
Histogram

Develop list of nsolve iss es Deci e teams next activit an involvement
Monitor Team Metrics
ct Do
I entif possible ca ses Use improvement tools Verif with ata
tep 8 F t re Plans
tep 4 nal ze the Data
Pareto hart
Flow

Plan
I entif problem Define bo n aries Develop metrics
Histor Flowchart I entif ke process steps Gather ata
Look for waste an obvio s problems Remove all waste an obvio s problems

tep 1 tatement
tep 2 rrent Process
tep 3 implif Process
heckSheet
Defects PN 123 Date Short Open Ground 23 /// / //// 24 // /// /// 25 / // ////
hart
hart

Application of the QPI Process & Tools

Opinions Ideas
Mission Statement Define Boundaries Operational Definitions Study Current Process Quick Fixs Brainstorm Fishbone Quick Vote 4 Ms & E Data Gathering Check Sheets Data Analysis Pareto SPC
Team focuses on 20% of the process that causes 80% of the problem
Team presented with 100% of the Problem Statement
Solutions
People are a Resource

y People are not the source of problems y People hold the solutions to problems y Enlightened managers fully understand the potential in their people y QPI inverts the pyramid
Management
People and Teams
People
Management
QPI drives employee involvement
Decisions
y Some decisions are not assignable
y Strategy y Policy
Management
y Some decisions may be made by everyone individually and in teams

y Waste reduction y Process improvement y Cycle time reduction y Saving Money
QPI
Team Building
y QPI is not about team building (but it is a wonderful by-product) WII M?
THE DEMING CHAIN REACTION
Improve Quality Decrease waste, snags, rework, & costs Productivity Improves
Capture the market, quality & price
STAY IN BUSINESS
(Profitable Growth)
Provide Employment Security
5 Dimensions of Customer Allegiance

Fit for Purpose Price Delivery Image Continuous Improvement Delivers expected Fit, Form & Function. What the customer is willing to pay. They want it when they want it. Past performance and future promise. More bells & whistles at lower cost
Project Overview / Phases

eams Responsibility
Training
(6 or 12 weeks)
Project
Process hampions Responsibility
Implementation
Control
(6 months)
QPI Site Roles

y QPI Program Champion y A senior executive, usually the site General Manager or Managing
y y y y y
Director Responsible for overall success of the QPI program at the location Provides overall direction and guidance Coordinates Steering Committee activities Helps resolve conflicting priorities and decides precedence of issues Ensures consistency and continuity of effort
y QPI Program Coordinator y Responsible for day to day management of the QPI program y Point of contact at site for all QPI related issues and concerns y Oversees schedules, materials, and logistics y Maintains QPI documentation training plans, reports, and records y Member of steering committee
QPI Site Roles

y QPI Process Manager y Corporate, Divisional, or site resource assigned to site for QPI
y y y y
Project support Conducts organizational training on QPI methodology and problem-solving tools Assists in implementing and leading QPI efforts Works with teams throughout project to execute plans Possesses extensive knowledge of quality theory and methods
y QPI Steering Committee y Typically consists of Senior Management at the site y Oversees the QPI Program activities y Selects the Projects and Process Champions
QPI Roles and Responsibilities

Process Champion y Ensures the team is successful y Coordinates project definition, including project boundaries y Selects the team leader and facilitator, selects or approves team members y Provides resources and project administrative guidelines y Must be careful not to steer the team to a predetermined solution y Breaks down barriers and removes obstacles y Ensures all approved team recommendations are completed, working with team leader and the team

Team Leader y Manages the administration of the team, content oriented y May assist the Process Champion in selecting team members y Provides leadership as required y Point of contact for official communications outside of the team y Retains official records, documents, and notes y Assists the Process Champion to complete all approved team recommendations. y Team Leaders are mainly selected based upon their knowledge of the process where the problem exists. They or may not have leadership skills. Facilitator y Focuses on the QPI problem-solving process, allowing the team members to focus on the project content y Utilizes the tools needed to successfully complete a project y Keeps the team moving forward y Provides interim leadership as required y Helps team prepare for report out y Is careful not to steer the team nor do the team s work for them

Spokesperson y Presents team presentation during project reviews and to the Steering Committee during the final team report Scribe y Often referred to as the Little Pen person. Records ideas, action items, prepares minutes, agendas. Recorder y Often referred to as the Big Pen person. Writes on flip chart during meetings. Records accurately. Timekeeper y Keeps the team on schedule during meetings Team Members (ALL) y Participate fully in meetings. y Complete all assignments and sub-team activities, on time. y Come to the meetings fully prepared. y Support the team leader, lend assistance to team mates.
QPI Roles - Summary

y Program Champion
Senior Manager responsible for the overall success of the QPI program at a Division or Business Unit
QPI Coordinator
Coordinates training schedules, training numbers, metrics
Process Champion
Manager aligned with each QPI team and is responsible for the success of the team
QPI Administrator
Assists with training room set up, materials and logistics
Process Manager
Teaches and coaches the teams through the 8 Step Process. Owns the project process from team training to the project Report Out.
Team Leader
Member of the team that leads the team and is responsible for the project content and team activities
acilitator
Aligned with each QPI team to assist with the QPI process and resolving any team dynamics issues
QPI Team Training

Project Overview
rainin & oachin Phase
Report O t
QPI eam Responsibility
Project ctivity Phase
Implementation Phase
Process hampion Responsibility
ontrol Phase (6 months min)
QPI ( Formal ) Team Training

Training Days
3
Project Review / Coaching Days
Training Days with Process Manager teaching Teams start their project on Day 1 Days 1 2 are back to back Day 3 is Statistical Process ontrol (SPC) training normally the following week from Days 1 2 Day 3 also includes a project review / coaching session with the team
6
Dry Run Out Report
Project review with Process Manager coaching teams Days 4,5,6 are normally half days but depends upon number of teams Review days are normally scheduled every two weeks
8
Team Dry Run (DR) with Process Manager to finalize Report ut presentation Report ut (R ) is normally within 1 or 2 days of Dry Run
Formal QPI Training Structured 6 -12 Week Process
The QPI Eight Step Method

Step 1 Mission Statement
Step 2 Current Process

Step 3 Simplify Process

Plan Step 8 uture Plans

Act Do
Step 4 Analyze the Data

Stu y Step 7 Stan ar ization

Step est Solutions

Step 5 in Solutions
Using the Eight Step Method

The Eight Step Method provides a tested and proven process for conducting team projects Decisions are based on data, not guesses Validity of solutions is ensured by monitoring and testing, not hope The Eight Step Method is prescriptive where all steps are always executed completely and thoroughly, not selectively applied

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step One State the Mission

The purpose of Step One is to operationally define the project An operational definition answers 3 questions:
1. What do we want to accomplish? 2. How will we accomplish it? 3. How will we know when we have accomplished it?
Step One State the Mission

The Mission Statement for all QPI teams follows this template (fill in the blanks):
Currently, (state the problem never a solution): Resulting in (results of the problem, why it is important) Our desired state (the goal/customer requirement) Our process begins (process boundaries) and ends Metrics: 1) Company level metric(s) from which the project was derived. 2) Team metrics: y In Process metrics: (metrics for analysis, internal to the process) y Output metric(s): (metrics to measure attainment of the goal and ensure control in the future) Stakeholders: People impacted by this project: name and Job title
Step One State the Mission (Example)

Bench Repair Cycle Time Problem Statement: Currently, the bench repair cycle time in service is too long (21 days). Resulting in unsatisfied customers and potential loss of service revenue. Reduce average in-house bench repair cycle time from 21 days to 10 days. Our process begins with receipt of the item to be repaired and ends with the shipment of the repaired item back to the customer. The company level metrics we will improve are: y Customer Allegiance y On-Time Delivery Our team metrics are: y In process metrics - Unit Shelf Time - Service Engineer Utilization Time - Calibration Lab Cycle Time y Output metric - Avg. Bench Repair Cycle Time Stakeholders: People impacted by this project: Jack Smith - Director of Service James Sharpe - Receiving Supervisor Julie Harrell - Calibration Lab Manager Henry Bernard - Director of Customer Service Robert Lynn - Procurement Manager Richard Morrison Dir. of R&D and Eng. Alan Pate - Director of Operations Greg Bass - International Sales Manager Results of Problem:
Goal:
Process Boundaries:
Metrics:
Step One State the Mission (Example)

Customer Order Credit Holds Problem Statement: Currently, too many orders are placed on credit hold (25%). Results of Problem: Resulting in order fulfillment delays, finished goods inventory held up in shipping, productivity decreases, dissatisfied customers due to lack of communication regarding being placed on credit hold. Goal: Reduce the number of orders currently on valid hold by 50% and eliminate unnecessary holds (credit card orders and credit memos) . Process Boundaries: Our process begins when a purchase order is placed by the customer and credit hold criteria are established, and ends when the order is released from credit hold. Metrics: The company level metrics we will improve are: a) Customer Allegiance, b) Product on-time delivery, c) Shipment Linearity Our team metrics are: In process metrics - Net $ value of orders placed on hold/released - Number of times each customer is placed on credit hold - Quantity of orders placed on hold by reason - $ Value of orders placed on hold by reason Output metric - Percentage of total orders placed on credit hold Stakeholders: People impacted by this project: Customers Customer Service Michelle Traylor Operations Jesse Winder
Credit/Collections Harry Shirah Sales Terri Wright Service Marcel Lofton

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step Two Define the Current Process

The purpose of tep T o is to display the process as it is currently perfor ing, arts and all Ti es are assigned to all of the steps including aiting ti e bet een steps The rationale: identify the likeliest places for process proble s here the largest ti es occur
Where there is a ti e proble there is typically a process proble

Exampl f a 30,000 Ft Fl w art

Examples of a 5 t lo chart

Pink = Steps Retained (16) Yellow = Steps Removed (26) Green = Steps dded (9)

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step Three Simplify the Process

The purpose of Step Three is to remove obvious problems in the process (quick fixes) Take immediate action to improve the process
Eliminating, reordering, or revising steps where the problem is obvious Actions do not require data or further analysis
Ask about the flowcharts:

1. Which steps are value-added? Value-added must satisfy all three tests:
The step is something customers care about and would be willing to pay for; The step physically changes the thing being worked on; The step is done right the first time
Step Three Simplify the Process

2. Are all steps necessary? 3. What is the cause for lengthy steps or delays? 4. Is it possible to eliminate any steps without adversely affecting quality or customer satisfaction? 5. Would rearrangement of any of the steps result in faster cycle time or greater customer satisfaction?
Making toastcan this process be improved?

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step Four Analyze the Data

The purpose of Step our is to analytically study the process in order to arrive at potential solutions Typically the lengthiest and most difficult step
Data does not often exist, particularly causal data
Short-cutting Step 4 is not appropriate Tables and raw numbers are not as useful as data appropriately displayed using the correct QPI tool
The process behavior chart is the most descriptive and powerful analytical tool

Fishbone Diagram ( ith Quick Vote)
//// //// 10 ///- 3 //// //// 10 //// / 6 //// /// - 8 //// /// - 9
// - 2
//// // - 7 //// / 6
///- 3
//// / 6

Fishbone Diagram
With a Clear Area of Focus (Method)

Check Sheet
mails for Date Date 2/6 2/7 2/8 2/9 2/10 2/11 2/12 Total 6 11 7 11 9 5 8 2 1 //// /// // // //// // / / / /// / // //// /// /// /// //// / / // //// / // / / / / /// //// // //// // /// / 23 ndrew S Sun 2/6 Sat 2/12 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM 3 PM 4 PM Aft Hrs Total / 1 25 16 14 12 14 1 83
E-mails per hour

Pareto Chart

Reasons for slow response to customer issues e
- mail
Brainstorm ith Quick Vote
*** 10 votes per team member
*** No more than 6 votes per person on any one item
a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q. r. s. t. u. v. w. x. y. z. aa.
Poor documentation Limited problem solving skills No remote e-mail access Incomplete issues description Missing unit data Network crashes No serial number Dial up internet connection No part number Slow computer No run time information No product training Missing reason code Wrong reason code No troubleshooting code Sent to wrong person Too many interruptions Different time zones Network security issues Computer viruses Poor resource utilization No cross training Limited office hours 8-5 work days Monday to Friday work week No weekends Multiple product line responsibility
//// //// /// //
10
//// / /// // /
Note: While a Quick Vote is not data it may provide a team consensus on where data may be most efficiently and effectively gathered.
// //// / //// //// ///
10
/// //// ///

Histogram of Account eceivable Dollars by Days Aged December 2004 - Final
$400 $350 $300
$ Thousands
$250 $200 $150 $100 $50 $0
61 -1 20
060
18 124 0
Days
30 136 0
12 118 0
24 130 0
36 1+

Example of a Scatter Diagram (no correlation)
E-mails vs. Time of Day

12
Number of E-mails Received
10 8 6 4 2 0 8 9 10 11 12 1 2 3 4
Hour of Work Day

Example of a Scatter Diagram (positive correlation)
Non-conforming Product vs. Room Temperature
20
Number of Nonconforming Products
15 10 5 0 71 72 73 74 75 76 77 78 79 80
Room Temperature

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step Five Find Solutions

The purpose of Step ive is to develop solutions from the data analysis in Step our Strategies for Successful Solutions:
1. Solutions should support the companys strategies for improving profitability 2. Solutions should improve the desired company level metric(s) from which the team project was derived 3. Solutions should focus on improving product and services with the aim of customer allegiance 4. We should not rely on inspection (sorting, good and bad) to achieve quality 5. We should move to supplier relationships based on trust and mutual accountability
Step Five Find Solutions

Strategies for Successful Solutions continued: 6. 7. 8. 9. 10. Never look at costs based on isolated data Recognize that people resist being changed Standardize all new processes within the ISO 9000 framework Provide standardized training, now and in the future Ensure that all solutions are tested and achieve desired results; never leave it to chance or speculation

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step Six Test the Solutions

The purpose of Step Six is to use data and analysis to test and evaluate solutions
To ensure that the goal will be met
Avoid costly mistakes!

Plan
Act
Do
Study

Process: The following steps define the process to complete Step Six. Plan. Plan a test of the viability of a potential solution (or course of action). Set up your data plan. Get management approval to conduct the test. Do Conduct the test. Gather all necessary data to come to a conclusion regarding viability of potential solutions. Study. Study the results. Come to a conclusion on the viability of potential solutions. Act. Take action derived from your conclusions. If the potential solutions appear to be viable, move on to Step Seven and create an implementation and control plan. If any of the solutions prove not to be viable, return to Step Four and go through the cycle again.

Example of a Test Plan Step Six Test Solutions Problem: Lack of flow data Proposed Solution: new form for submittal of flow data Test: Plan: Distribute new form and schedule a three day test Do: Train all users on use of the new form, conduct a three day test Study: Gather all data and ensure the 1) everyone is using the form correctly, and 2) that the new form is actually providing the data we need Act: ssuming the test is successful proceed with full scale implementation, schedule monthly reviews for six months to ensure data availability and accuracy

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step Seven Standardize the New Process

The purpose of Step Seven:
Implement the new process and methods Maintain the improvements through metrics and monitoring
Process:
Create an Implementation and Control Plan Create new process flowcharts pdate any ISO documentation Standardize new metrics Create a training plan and ensure everyone completes standardized training on the new processes, methods, and procedures. Monitor the project metrics for a minimum of 6 months
Step Seven Standardize the New Process

Step 7: Implementation and Control Plan
Team Leader: Team Members: Process Champion: Mission Statement: Action Required
Generate weekly metrics of : First Pass Yield; Runs to Yield a Pass; Cumulative Rework Boards; Produce a golden board and a test procedure for a Functional Test confidence check Produce a Red Ribbon bonding machine maintenance specification Add full material specification to Red Ribbon drawing Implement regular Red Ribbon bonding machine maintenance Implement regular Functional Test confidence checks Steve Brooks Vickie Moore, Jason Parks, Melody Collier, Steven Dunn, Ed Doyle Gregory Johnson Currently, the printed circuit board (PCB) function test yield is too low (avg. 91%).
Responsible
Melody Collier
Start
4/18/05
Completion
Ongoing
Remarks
These output and in process metrics to be monitored for a least 6 months
Steve Brooks Jason Parks Steve Brooks
4/20/05 4/16/05 4/18/05
5/20/05 4/30/05 4/20/05
To catch changes in the Functional Test Rig. Maintenance specification to be derived from work done in Step 6 To mitigate production problems caused by the supply of incorrect Red Ribbon. Step 5. Currently there is no regular maintenance. Currently there is no way of checking the Functional Test Jig
Melody Collier Melody Collier
6/01/05 6/01/05
Ongoing Ongoing
Company Level Metrics:
Cumulative First Pass Yield n-time Delivery uns to Yield a Pass, PCB Functional Test Cumulative Boards to be
In Process Metrics: Output Metric:
PCB Functional Test
PCB Functional Test First Pass Yield
29
eworked

Mission Statement
Current Process
Simplify Process
Step 8
Plan Do
Step 4
Future Plans

Study
Step Step 6 Step
Standardization
Test Solutions
Find Solutions
Step Eight Future Plans

The purpose of Step Eight is to continuously improve our processes, products, and services in the future There are 3 basic options for the teams future:
1. inish up, the project is complete 2. Conduct another cycle on this project to further improve the process 3. Conduct a new, related project on a problem that was uncovered during the current project work
Additionally, provide management a list of items for future consideration:

Ideas and/or actionable solutions that were beyond the mission statement and boundaries for the team nresolved items Potential projects for future QPI teams
Q&A
Question & Answer

Induction Program QPI

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Induction Program of Quality & Process Improvement (QPI)

QPI & Continuous Improvement Methods

Six Sigma Approach

QPI Project Team Approach

Lean System Approach

Responsibility Task Description

Cross Functional Team

Tools Organizational Integration Employee Involvement Key Performance Indicators Optimization

Often with external partner Short term very high

Very High - Long Term

Project Budget Metrics Technology Change Exchange

Process Capability Parameter Analysis Deep Analyses, DOE / Correlations

Quality & Process Improvement

Powerful competitive leverage

The QPI Eight Step Method

Step 2 Current Process

Step 3 Simplify Process

Plan Step 8 uture Plans

Step 4 Analyze the Data

Stu y Step 7 Stan ar ization

Step est Solutions

Using the Eight Step Method

QPI Eight Step Problem Solving Method

Analyze the Data Act

QPI Basic Tools

Agenda - Welcome - Discussions - Wrap Up

QPI Statistical Tools

Simple statistical tools that everyone can understand and apply

Overview of the QPI Process

Assign a PPI Team

Apply PPI Improvement Tools

I entif stakehol ers

Describe new process Develop a plan ns re all actions are complete

on ct a test PD t res lts ake action

Implement Team Solutions & Control Plan

tep 7 tan ar ization

tep 6 est ol tions

Develop list of nsolve iss es Deci e teams next activit an involvement

Monitor Team Metrics

I entif possible ca ses Use improvement tools Verif with ata

tep 4 nal ze the Data

I entif problem Define bo n aries Develop metrics

Histor Flowchart I entif ke process steps Gather ata

tep 2 rrent Process

tep 3 implif Process

Application of the QPI Process & Tools

Team presented with 100% of the Problem Statement

People are a Resource

People and Teams

QPI drives employee involvement

y Some decisions may be made by everyone individually and in teams

Capture the market, quality & price

Provide Employment Security

5 Dimensions of Customer Allegiance

Project Overview / Phases

Process hampions Responsibility

QPI Site Roles

QPI Site Roles

QPI Roles and Responsibilities

QPI Roles and Responsibilities

QPI Roles and Responsibilities

QPI Roles - Summary

QPI Team Training

Ask about the flowcharts:

Avoid costly mistakes!