| Optimize Strategy & Leadership » Leadership Training » Strategic Quality Planning |
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Strategic Quality Planning |
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Session Focus |
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Organizations, regardless of whether they are private, public or
not-for-profit, face a continuous barrage of requests to improve quality.
Front-line staff are quickly thrown into quality training workshops
in the hope that this will improve the management of quality. Management
attend quality sessions to acquaint them with the latest strategy.
They are exposed to Six Sigma, Lean Manufacturing, Process Management,
Quality Awards and so on. But the complaints continue.
Are these the right strategies? Do we even know what the problem is
that we’re trying to fix? This workshop will move the participants
beyond the notion of quick fixes and into the realm of solutions that
lead to Quality Management Strategies. They will be engaged in exercises,
discussions and lecture on what Quality means, how to develop Quality
Standards, how to create a Quality Vision for their organizations
and/or departments and how to translate that vision into a series
of strategies. |
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Session Process |
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| This highly interactive workshop uses a lecture, discussion and
team format. It is case driven using a variety of examples from many
different organizations as well as using their own initiatives. The
entire workshop is managed as a large planning process. This approach
to session delivery has proven to be highly effective in imparting
the session knowledge to the participants. Not only do they learn
the process of developing Strategic Quality Plans, they actually experience
applying it to “real” quality issues and the development
of strategies to better plan these. The outcome is measurable, as
session participants will be able to take these strategies back into
their own work place environments and begin executing them immediately. |
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Session Outcomes |
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- Understanding, at an overview level, all of the current quality
strategies that are used by various organizations today…their
strengths and weaknesses, the opportunities they present and the
risks attached to them
- Develop a Quality Statement.
- Identification of Quality Standards for your organization and/or
department.
- Creation of a Quality Vision for your organization and/or department.
- Development of Quality Strategies for your organization and/or
department.
- Development of the actions needed to successfully implement
the Quality Strategies.
- Clarification on how to complete the Strategic Quality Plan.
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Content |
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| Strategic Quality Planning |
| We will start off the 2 days by reviewing the entire Strategic Quality
Planning Process from beginning to end. |
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| Identifying the Organizational Quality Initiatives |
| We will analyse all of the various quality initiatives that organizations
have used in the past and the present. As well, we will provide an
overview of various quality initiatives that can be used. This analysis
will uncover an understanding of: what quality initiatives have been
used, why they were used, the impact they have had on organizations,
and if they are no longer used, why they were eliminated. This stage
of the process will include, for example, a review of: |
- Total Quality Management
- Quality in Review
- The Cost of Quality
- Process Management
- Kaizen
- Business Process Reengineering
- Quality Function Deployment
- ISO 9000:2000
- Six Sigma
- Lean Manufacturing
- Project Quality
- Quality Awards
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| Understanding the Voice of the Customer |
| We will review the Voice of the Customer including how to conduct
research on an organization’s delivery of products and services
to their customers. This will ensure a clear customer focus is given
to the development of the Strategic Quality Plan. |
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| Identifying Employee Involvement |
Gaining employees’ understanding of customer relationships
is critical to the success of the Strategic Quality Plan.
As well, involving employees in the identification of departmental
and organizational strategies, which have been used in the past, is
important, if they are to understand their level of involvement in
the outcome of these initiatives. If they are involved in developing
strategies, it will be easier to gain their buy-in and support for
implementation of these quality strategies. |
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| Conducting Benchmarking |
We often miss the opportunity to go outside our organization to
learn what others are doing and to learn from them. Such effort is
usually highly beneficial and helps to give us ideas as to how to
improve our internal quality processes.
We will start this portion of the Strategic Quality Planning process
with a definition of benchmarking and the understanding of its process.
Then we will review the basic steps involved and the four benchmarking
strategies and how they may be introduced and applied for an organization.
We will conclude with a strategy on how to acquire best practices. |
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| Developing the Vision and Strategic Direction |
| The quality team will begin to create the Strategic Quality Vision.
This creative process will take them out of the present and into the
next five years. They will envision the structure and approach to
quality throughout an organization, what tools and processes they
will use, how these will be measured, the impact of quality on products
and services and what the customers will be saying. |
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| Developing a Statement of Quality and Standards |
The “ideal” future will have been created through the
Visioning process. Before moving into the development of the quality
strategies, the team will develop a Statement of Quality. If one exists
within an organization, it is examined to ensure that it is still
relevant. The Statement of Quality will identify the overall goal,
mandate, objective, etc. of quality for the organization. It will
identify what the organization stands for.
The Quality Standards will then be identified. These are the measurements
that help identify how an organization can ensure that employees demonstrate
in their jobs, their commitment to the Quality Statement. It will
answer the question for employees “how do I know that I have
or haven’t behaved in a manner which respects the Statement
of Quality?” |
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| Identifying the Quality Strategies |
The Quality Strategies will now be developed. They will close the
gap between the present and the “ideal” future as defined
in the vision. Essentially, the quality strategies will translate
the quality vision, quality statement and quality standards into key
strategies. They will answer the question “what” the organization
will do over the next 1 to 3 years to ensure the Statement of Quality
is fully achieved.
Risk must be part of developing Quality Strategies. An analysis of
what would prevent an organization from reaching these quality strategies
must be conducted. This analysis will include an identification of
the risks together with contingencies to overcome them. |
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| Developing Operational Effectiveness |
| The Operational Effectiveness Plan will identify the Objectives
required to meet each Quality Strategy and the detailed Action Plans
required to meet each Objective. |
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| Develop Strategy Measurements |
| The right measures are critical to the effective management in
the delivery of the quality strategies. They must be useful and specific.
The right measures will provide the basis for determining how well
an organization is meeting the quality strategies and how close they
are to the targets. |
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Duration |
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2 Days
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