That Was Then, This Is Now:
It’s About Time!
Linda Bankoski
Quality Leadership Associates
First Questions
• What is your goal?
• Is there any part of your life or work that you
would like to improve?
• Can you identify any problems?
• Improvement is possible
• If you want to improve, you will have to change.
Your system is designed to give you the results you are getting! If you want different results,
2
you have to redesign the system.
Anonymous
Challenges
•
•
•
•
•
Changing the way we think
Staying focused on our goal
Listening
Continuing to learn
Beginning again
Think
Focus
Listen
Learn
Our problems are mostly behind us—what we have to do now is fight the solutions.
Stult’s Situation Report
3
Successful Change
Vision
+
Skills
Skills
Vision
Vision
Vision
Vision
+
Incentive
+
Incentive
Incentive
+
+
Skills
+
Skills
+
Skills
+
Resources
+
Resources
+
Resources
Resources
+
+
Incentive
+
Incentive
+
+
Resources
Action
Plan
= Change
+
Action
Plan
= Confusion
+
Action
Plan
= Anxiety
+
Action
Plan
= Resistance
Action
Plan
= Frustration
+
= Treadmill
Adapted from T. Knoster, Enterprise Group, Ltd.
4
That Was Then, This Is Now
•
•
•
•
•
School
Answers were either right
or wrong
Everything had a right
answer
Teachers knew everything
Dummies needed help
Working together was
cheating
•
•
•
•
•
Now
Problems don’t have right or
wrong answers
There isn’t a right answer for
everything
No one knows everything
We all need help
Working together is
teamwork
When a subject becomes totally obsolete, we make it a required course.
Peter Drucker
5
That Was Then, This Is Now
Lifespan of
people
1800s
2000s
Lifespan of
methods
Slow and Deliberate
Fast and Flexible
6
Adapted from work of Myron Tribus and Peter Scholtes
That Was Then, This Is Now
THE GOOD OLE DAYS
•
•
•
•
•
•
•
•
•
•
•
•
Changes
Communication
Relationships
Mail
Market
Structure
Focus
Challenge
Goal
Security
Management Desire
Education
NOW
Few and Slow Many and Fast
Phone Conversations  Messages
Simple  Complex
Postal Mail  Email and Text
Local  Global
Hierarchies  Self-organizing Teams
Bottom Line  Customers
Competitors  Data analysis
Consistency  Continuous Improvement
Job  Securing Knowledge and Skills
Command and Control  Engaged and Aligned
Teach Learn to Learn
7
That Was Then, This Is Now
1800s
10’s
2000s
10MM’s
8
Quality Evolution
Quality Assurance
Quality Control
1950
1960
SPC Acceptance
Tables
Total Quality
1970
PDCA Seven Tools
1980
We
Are
Here
Performance Excellence
1990
Six Sigma Standards
2000
Lean
2010
Systems
Cause and Effect
Diagram
Check Sheet
Control Chart
Histogram
Pareto Chart
Scatter Diagram
Run Chart
9
Common Requirements
10
Performance Excellence
• Focusing on customer requirements,
needs and expectations
• Knowing what you do to meet them
• Knowing how you do it consistently
• Improving your process and system
• Knowing that you are getting better
ISO 9001 Standard Evolution
2015
Business
Focus
2008
Customer
Focus
2000
System
Focus
1994
Process
Focus
1987
Product
Focus
12
Progress for Improvement and Better Performance
Edition
Structure
Approach
Focus
Potential
Outcomes
1987
20 Elements
Documented System
Internal
Consistent System
1994
20 Elements
Documented System
Internal Control
Improved System
Customers and
Continual
Improvement
Improved Business
Improved Business
Improved
Performance
The Management of
Quality
2000
8 Clauses
Process
The Quality of
Management
2008
2015
8 Clauses
Process
Customers and
Continual
Improvement
10 Clauses
Process (harmonized
with other system
standards
Customers, Risk
Management,
Continual
Improvement
13
Compliance with Standards
•
•
•
•
•
•
•
Then
Start with the have to’s
Invent/Create a way to do it
Find someone who will pass
you
Coast
Celebrate being done
Panic
Cram before the next audit
•
•
•
•
•
•
•
Now
Be ready to learn
Decide your own what and why
Describe how we do it
Match that with what we need
to do
Find someone capable of giving
you honest feedback
Redefine what you do and how
Repeat
If you want to lead the orchestra you have to turn your back to the crowd.
14
Then Thinking
Product Service
Develop
Processes
and People
Create Hire
Strategies
and
Action Plans
Think Write
Desired
Results
Win Lose
Pass Fail
15
Now Thinking
Right to left thinking is necessary!
Product Service
Processes
and People
Strategies
and
Action Plans
Evaluate
Clearly
Define the
Desired
Results
Actionable
Feedback
Getting actionable feedback is critical!
16
Listen
•
•
•
•
Then
This is what we offer.
Let me explain why we
do it that way.
It is our way of doing
things.
I am sorry that you
aren’t satisfied.
Now
• What do you need?
• How was your
experience?
• How can we do it better?
• Is this what you had in
mind?
“You can tell whether a man is clever by his answers. You can tell whether a man is wise
by his questions.”
Naguib Mahfouz (Nobel Prize Winner)
17
What is your Intention?
Looking Good or
Demonstrations
and Opinions
Being Good
Data
and Facts
Effective decisions are based on the analysis of data and information
18
You Can Only Pick Two
Good
Good
Not
Fast
Not
Cheap
Fast
Cheap
Fast
Not
Good
Cheap
19
Simple is not the Same as Easy
Simple
Easy
Complex
Difficult
20
Complete Quality Management Systems
What
they do
Requirements
How they
operate
7 Principles
4
Context of the organization
5
Leadership
1.
Customer focus
6
Planning for the quality
management system
2.
Leadership
3.
Engagement of people
7
Support
4.
Process approach
8
Operation
5.
Improvement
9
Performance evaluation
6.
Evidence-based decision making
7.
Relationship management
10 Improvement
21
Complete Systems for Quality Living
What you do
Requirements
Define how you operate
4
Consider your situation
1.
Goal focus
5
Listen, learn and inspire
2.
Listen and learn
6
Plan for what you want to happen
3.
Cooperate
7
Get the support you need
4.
Process approach
8
Get organized and take action
5.
Improve
9
Ask “How am I doing?”
6.
Measure
7.
Invest for success
10 Get better
22
Structure Then
Top
Management
Supervision
Front Line Workers
People arrive motivated. What we have to do is figure out what demotivates
them and stop doing it.
W. Edwards Deming
Interactions Then
SOLUTIONS
POWERFUL
Dysfunction
POWERLESS
PROBLEMS
It’s impossible to wake up someone who is pretending to be asleep.
Structure Now
Strategic
Direction
and Plans
Defined
Responsibility &
Authority
Manage
Systems and Processes
Take Purposeful Action
Expand
expectations
Reduce costs &
eliminate waste
Find & solve
immediate
problems
If you can't describe what you are doing as a process, you don't know what you're doing.
W. Edwards Deming
25
Interactions Now
PROBLEMS AND RISKS
BIG PICTURE
AND
CUSTOMER
FOCUS
Cooperation and
Coordination
PROCESS
FOCUS
SOLUTIONS
The best way to predict the future is to create it
Peter Drucker
Issues - Then and Now
Issue
1.
2.
3.
4.
5.
6.
7.
8.
9.
Aim
Organization
Training
Chain-of-command
Direction
Goal setting
People
Control
Improvement
Now
Then
Company
2. Authority
3. Luxury
4. Hierarchy
5. Opinions
6. Comfortable
7. Cost
8. Centralized
9. Automation
1.
Customer
2. Learning
3. Necessity
4. Empowered teams
5. Benchmarking/ Metrics
6. Reach & Stretch
7. Asset
8. Localized
9. Optimization
1.
You can take my factories, burn up my buildings, but give me my people and I'll build the
business right back again.
Henry Ford
Why Change
D
e
p
l
o
y
m
e
n
t
Then
Now
3
4
May Survive
Thrive
1
2
Frustration
&
Lower
Productivity
Roadkill
Effectual
Ineffectual
Approach
When the rate of change outside your organization is greater than the rate of change
inside your organization, the end is in sight!
Jack Welch, Chairman, General Electric
28
ISO 9001-2015
Representation of the structure of
this International Standard in the PDCA cycle
29
Your Quality Management System
Now show the representation of the structure of
your QMS
Your Quality Management System
Quality Policy =
What we will do!!
Your Customer
And Business
Requirements
Your Processes and they interact to
form your System
Measurable Objectives =
How we know we are doing it!!
Your Customers’
Perception/Satisfaction
Your QMS
Results
Your Products
and Services
30
Requirements for Performance
4 Context of the organization
5 Leadership
6 Planning for the quality management system
7 Support
8 Operation
9 Performance evaluation
10 Improvement
31
Context
Risks
Changes
Industry
Risk
Risk
Your Customer
And Business
Requirements
Risk
?
Your Customers’
Perception/Satisfaction
Your QMS
Results
Risk
Risk
Your Products
and Services
32
Identify Barriers to Improvement
• What old beliefs must you discard?
• What practices must you abandon?
• Who do you need to listen to that you haven’t
before?
• What new questions do you need to ask?
33
Listen
Fiction
• It’s close enough!
• No one will know
• We are a great company
• We want to get better
or
• We are getting better
Truth
• Close enough, isn’t!
• They will know (sooner or later)
• You are what your customers say
you are
• Wishing doesn’t make it so
• Hope is a bad strategic plan
34
Requirements for Performance
4 Context of the organization
5 Leadership
6 Planning for the quality management system
7 Support
8 Operation
9 Performance evaluation
10 Improvement
35
Leadership
Your Quality Management System
Your Customer
And Business
Requirements
Strategic
Plan
Your Customers’
Perception/Satisfaction
Your QMS
Results
Your Products
and Services
36
Leadership
• A leader’s job
– Create a vision that is simple enough for everyone to
understand and then create a bridge that is wide enough
so that everyone can get across.
Bob Gower
• Duality is key for true leaders
– People need a system that they can trust
– The system needs people who rely on and improve it
Jim Root
37
Requirements for Performance
4 Context of the organization
5 Leadership
6 Planning for the quality management system
7 Support
8 Operation
9 Performance evaluation
10 Improvement
Whether you think you can or think you can’t, you’re right.
Henry Ford
38
Planning the Quality Management System
Your Quality Management System
Customer
And Business
Requirements
A bad system will beat a good person every time.
Delivery of Products
and Services
W. Edwards Deming
39
Requirements for Performance
4 Context of the organization
5 Leadership
6 Planning for the quality management system
7 Support
8 Operation
9 Performance evaluation
10 Improvement
40
A Quality System Map
Leadership
Documentation
Management
Orders
Receiving
Management
Performance
Review
Measures
Improvement
Planning
Production
Audit
Processes
Meetings
Program
Scheduling
Assembly
QC
Inspection
HR
Marketing
Purchasing
Sales
Control of
Nonconformities Shipping
Training Safety Calibration
IT
Maintenance
Accounting
41
Requirements for Performance
4 Context of the organization
5 Leadership
6 Planning for the quality management system
7 Support
8 Operation
9 Performance evaluation
10 Improvement
42
Listen to the Voices of Quality
1. Voice of the Customer
–
–
–
–
–
Focus groups
Customer visits
Surveys
Market research
Interviews
2. Voice of Suppliers
–
–
–
–
–
Capability and technology
Service
Products
Quality
Delivery
3. Voice of the Processes
and People
–
–
–
–
Tools
Teams
QC results
Productivity measures
4. Voice of Best in Class
– Benchmarking
– Performance excellence
5. Voice of the System
– Data analysis
– Audits
– Periodic reviews
Adapted from Reid, Robert, “The Five Voices of Quality”
43
Collect and Use Good Data
We need reliable data to
• Understand, control and improve processes
• Change peoples’ behavior
• Make informed decisions
Nothing kills an opinion like a number.
Al Bolles
44
Requirements for Performance
4
5
6
7
8
9
Context of the organization
Leadership
Planning for the quality management system
Support
Operation
Performance evaluation
10 Improvement
45
Quality Systems
94-96%
Problems caused by
systems and how the
systems are managed
4-6%
Problems caused by people
Data from W. Edwards Deming and Joseph Juran
Something about the system is the most likely root cause!
Three Barriers to Success
1. Didn’t ask questions
– Arrogance - thought you knew
– Fear
2. Misguided or misinformed
– Ask the wrong questions
– Given wrong information
3. Can’t learn or unwilling to learn
– Attitude
– Mentally incapacitated
– Altered state of mind (Drugs, alcohol, etc.)
Thanks to the late Wangari Matthai, Kenya
2004 Nobel Peace Prize Winner
47
Pitfalls
•
•
•
•
•
Compliance without value
Compliance without success
Efforts to get a ‘passing grade’
Not finding root causes
Failing to capture the learnings from mistakes
Significant improvements come from outside and by invitation.
W. Edwards Deming
48
Whiners and Winners
–
–
–
–
–
–
–
–
–
Whiners
Place blame
Have an excuse
Look back
Expect no good
Pout
Wait
Have a wish
Compete
Have a past
Our competition is yesterday.
–
–
–
–
–
–
–
–
–
Winners
Build trust
Have a goal
Look forward
High expectation
Try
Start
Have a plan
Care
Have a future
Jules Paoli
49
Excellence
Performance
Relationships
Products and services that
delight customers:
• Meet requirements and
expectations
• Are high quality, on time,
at a reasonable cost
• Come with competent and
professional support
• Meet unanticipated
demands
Customers want suppliers who:
• Keep their commitments
• Understand their
expectations
• Are sensitive to their point of
view
• Anticipate and are responsive
to their requests
Obstacles are those frightful things we see when we take our eyes off our goals.
Henry Ford
50
…understand how to
distinguish special and
common cause problems
and how to deal with
each type.
Statistics
…understand how to lead
and inspire other human
beings.
According to Deming’s
System of Profound
Knowledge
leaders must…
Psychology
…understand how to deal
with complex situations.
(Complicated cause-effect
relationships that are
separated in time and
space)
Systems Thinking
…distinguish between
facts and fantasy, and
understand logic.
Epistemology
(Study of knowledge,
distinguish knowledge
from opinion)
51
It’s Up To Us
Quality Assurance
Quality Control
1950
1960
SPC Acceptance
Tables
Total Quality
1970
PDCA Seven Tools
Plan
Do
Check
Act
Cause and Effect
Diagram
Check Sheet
Control Chart
Histogram
Pareto Chart
Scatter Diagram
Run Chart
1980
We
Are
Here
Performance Excellence
1990
Six Sigma Standards
Disciplined,
data driven
approach for
eliminating
defects in a
process.
2000
Lean
2010
Systems
Think
A systematic
method for
the
elimination
of waste
“The future belongs to those who are better at getting better.”
Ko Nishimura, CEO, Selectron, two-time Baldrige winner 52
Linda Bankoski
[email protected]
302-521-1457