THE QUALITY MANAGER 2011
Presented by; John Skinner
www.rdaconsultancy.com
Introduction
Personal career choices and path into ‘Quality’
Quality Assurance; just common sense!
Introduction to RDA
www.rdaconsultancy.com
The Quality Manager 2011
The current business environment continues to be extremely
difficult following on from the recent recession and initial
recovery (e.g. pay cuts, site closures, job losses, reduced
operating margins/profits, increased competition etc.)
This is likely to remain so for some years to come;
we cannot afford to relax
What does a business need from their management team?
What management skills are required in today’s competitive
environment?
www.rdaconsultancy.com
What do we see with a Quality Manager profile;
Excellent technical knowledge of products/manufacturing
Experienced in inspection/testing techniques and technology
Manages the day to day inspection/testing functions
Handles complaints, warranty returns & investigation
Manages external audits and responds to non-conformities and
audits suppliers
Reports summary data to the senior management team
(member of the team?)
Writes the Management Review minutes
Does this summary represent a typical skill set?
www.rdaconsultancy.com
Is the Quality Profession being let down by;
Managers/consultants producing systems that meet the basic
requirements and have not adopted a process approach
incorporating improvement, customer focus and satisfaction
etc. (e.g. may rely on a few basic flowcharts or procedures)
Managers who are not developing their business skills that
may be essential for job security into the future
Managers who are not able to provide support when things
go astray; may only be seen as a roadblock to circumvent
Someone who is not respected professionally by their peers
www.rdaconsultancy.com
What should we expect from today’s Quality Manager?
Can Quality Managers remain focussed on just the Quality
Assurance Operation? (or their additional Environmental/
Health and Safety responsibilities)
www.rdaconsultancy.com
In order to contribute to the success of the organisation, they
need to be a member of the Senior Management team
Where the management team does not include a balance of
required skills, projects may experience problems; for
example:-
www.rdaconsultancy.com
Nimrod MRA4 Surveillance/
Reconnaissance aircraft
Cancelled late 2010; £4Bn worth of
equipment, airframes, 500 jobs etc.
Initiated in 1996 for 21 planes, reduced to
12, then 9
2010 NAO report; cost three times over
budget, major delays; poor evaluation of
risk/costs leading to additional expense &
delays
www.rdaconsultancy.com
In order to contribute to the success of the organisation, a
Quality Manger should possess the following additional skill set;
Business Planning knowledge
Commercial skills
Sound knowledge of the company processes
Knowledge of legislative and statutory requirements
A working knowledge of environmental requirements
Sound health & safety skills and knowledge of legal/statutory
requirements
An understanding of business continuity
www.rdaconsultancy.com
It is not necessary to have a detailed working knowledge of all of
these aspects initially, as this may be gained over time (CPD?)
It is preferable for a basic understanding to be in place to be
able to offer a contribution to the success of the organisation;
then we can contribute and plan for change instead of being
seen as negative when change is starting (i.e. pointing out
problems, issues that should have been considered sooner etc.)
How often have we experienced comments such as;
- ‘If only we had known that this was what they were planning’
- ‘What are they doing now?’
- ‘What were they thinking of?’
- ‘How are we going to do this on our budget?’
- ‘Why didn’t someone just ask me?’
www.rdaconsultancy.com
Of course we will not all have every skill at first, but with
some effort and advice, we can develop our skills to improve
our contribution to the organisation
We can use specialists or attend specific training
course/seminars to improve our skills
Organisations such as the Engineering Employers Federation,
Institute of Directors, Manufacturing Advisory Service, Dorset
Business offer good quality advice and seminars
Utilise the services of an external specialist or consultant; this
can provide a cost effective solution
The CQI appear to be expanding on related subjects and
disciplines also……
www.rdaconsultancy.com
The CQI's STRATEGIC OBJECTIVES
2. To Develop our Profession
Our aspiration by 2015 is have clearly defined the future
scope and role of the quality profession as a basis for
qualifications, membership and ongoing professional
development, to grow take up of CQI membership and IRCA
certification by (abbreviated):
Growing and broadening CQI membership to more accurately
reflect UK industry sectors
Growing the engagement of employers with the institute and
recognition of CQP
Growing take up of professional development and the
exchange of best practice within the institute
www.rdaconsultancy.com
CQI TRAINING; STRATEGIC QUALITY WORKSHOP
What is and what isn't System Thinking, the importance of
system boundaries and controls
Why the management system profession needs to drive its
development and use
What is strategic quality and what is the role of the Quality
Manager within this
Engaging with other senior managers by using business
language and adopting good business practice
Quality culture and positioning quality strategies
Delivering both outputs and outcomes, customers experience
and buy outcomes
Learn how UKAS, Certification Bodies and organizations are
embracing System Thinking and the audit of people's
behaviour, turning auditing into a high-value strategic risk
management activity.
(Abbreviated content)
www.rdaconsultancy.com
In summary, perhaps a better job title could be,
Business Improvement Manager
The CQI magazine recently included an article with subject
matter related to this presentation; the job title was
‘Head of Brand Protection’
Ref: CQI Magazine; February 2011
www.rdaconsultancy.com
What would the profile of a Business Improvement Manager be?
Someone possessing the follow skill set perhaps;
Possessing a wide range of business and product/process related
knowledge
Be tenacious in a businesslike way (use data, financials)
Possess good general management skills
Have good communication skills
Be confident and reassuring when the pressure is on
Have good project management skills
A successful manager of change
Ability to delegate
Knowledge of core quality skills; Problem Solving, Statistical
Techniques, Process Capability, Six Sigma, FMEA, MSA, APQP etc.
www.rdaconsultancy.com
Example (major electronics assembly facility);
Objective to reduce direct inspection costs and reduce
rework/scrap (60 staff);
Significant Investment in automated equipment with ATE
equipment that matched production rates and was ‘upgradeable’ for
future technologies.
Transition to a cell manufacturing system, with inspectors based
with each team (reduced inspection, increased focus on quality
improvement)
Employment of 2 Quality Engineers to facilitate planning, failure
analysis and implementation of corrective action
(links to business/ financial planning, company product/ technology
development plans, R&D department, Sales planning, HR)
www.rdaconsultancy.com
Related issue;
Purchase of a new CMM, with specific requirements.
A major measuring equipment supplier was not selected; they
sent a letter to the MD of the company stating that the declared
objectives were not possible and questioned the competence of
the Quality Manager in making the selection decision.
The project was proved with the preferred supplier.
Compensation for slander was subsequently received from the
‘complaining’ company.
As the Quality Manager was a recognised and valued member of
the senior management team the MD had no hesitation at all in
supporting them.
www.rdaconsultancy.com
Sir Richard Branson
Billionaire several times over
On the success of their magazine ‘Student’ the headmaster of
Stowe, where Richard and his friend Jonny were students, wrote:
"Congratulations, Branson. I predict that you will either go to
prison or become a millionaire.“
Virgin; because they were business virgins
Branson runs his companies with the idea, he says, of "look for the
best and you'll get the best." He is a big proponent of providing
encouragement to people in the form of "lavish praise", for
motivation. He doesn't run things either by micromanaging or by
criticism. "If a flower is watered, it flourishes. If not, it shrivels up
and dies. It's much more fun looking for the best in people. People
don't need to be told where they've slipped up. They'll sort it out
themselves” (Biography extract)
www.rdaconsultancy.com
Perhaps the historical Quality Manager role will become
redundant in the future in more ways than one?
www.rdaconsultancy.com
Any Questions?
www.rdaconsultancy.com
Break
www.rdaconsultancy.com
Investors in People (IIP)
Getting the people issues and company culture right is
essential for the motivation, empowerment and involvement
of employees.
IIP includes;
Planning
Communication
Competency of staff
Continual development of staff processes
--- Example where things are not ‘right’---
(discussions on laptop wireless backup failure)
www.rdaconsultancy.com
Planning
The business objectives contained in a business/operational
plan should also consider the requirements for employees in
relation to skills, knowledge, education and training.
This requires a review of current resources/skills etc. against
planned changes due to business growth, change in
market/technologies etc.
A organisation Employee Training Plan needs to include
requirements identified during business planning.
www.rdaconsultancy.com
Communication;
the imparting and/or exchanging of information by speaking,
writing, or using some other medium
How do we achieve this?
Briefings, management meetings, notice boards, intranet, video
screens, organisation newsletter, sales meetings, team meetings,
cell meetings, health and safety meetings etc.
Good communication helps to;
Provide clear information and knowledge to employees
Ensure employees are aware of the organisation objectives
Enables communication back to management
Provides confidence for employees
Prevent rumours
www.rdaconsultancy.com
Enablers (or barriers) to effective communication;
Education
Knowledge
Language
Listening skills
Acronyms
Legibility
Assumptions
Attitude
Seniority
www.rdaconsultancy.com
How effective is communication?
Bad communication between father and son.flv
www.rdaconsultancy.com
Competency of staff
How do we judge this;
Appraisals/multi-skilling, external and internal training,
experience, education; appraisals may identify skills
shortages/training needs and should support the company
culture and development
Quality/process performance results
Employee satisfaction surveys
www.rdaconsultancy.com
Continual development of staff processes
This may include such aspects as improving employee
induction (good inductions may take weeks to complete, but
will provide the best results in terms of employee awareness
and contribution) and probation methods for example (i.e. by
providing effective feedback during the probation period,
leading to a clear final decision that is not open to argument)
www.rdaconsultancy.com
Everything in IIP positively supports continuous improvement
and Management Systems.
Every Business Improvement Manager should work closely
with HR
As a rule of thumb, if the staff are well motivated,
empowered and involved, they will assist the organisation to
improve.
IIP principles can usefully be included in all Management
Systems.
www.rdaconsultancy.com
SOUTH WALES FORGEMASTERS
A CASE STUDY
www.rdaconsultancy.com
ROGER GREEN
CONTINUOUS IMPROVEMENT MANAGER
www.rdaconsultancy.com
HISTORY
1938 - COMMENCEMENT - SHADOW FACTORY
1975 - JOBBING FORGE
1986 - CLOSURE
1994 - THE ROAD TO DAMASCUS
2003 - MAINSTREAM AUTOMOTIVE
www.rdaconsultancy.com
QUALITY STANDARDS AND SYSTEM
HOW WE HAVE PROGRESSED
?
STANDARD
ISO/TS 16949
ISO9001
QS 9000
ISO9002
FORD QI
BSS750
TIME
1986 2003
www.rdaconsultancy.com
QUALITY STANDARDS - THERE’S A BOOK TO FOLLOW
LEAN METHODOLOGIES
KAIZAN
KANBAN BENCHMARKING
VALUE
STREAM
MAPPING
SIX SMED
SIGMA
LEAN METHODOLOGIES - THERE’S A CONSULTANT TO TEACH
www.rdaconsultancy.com
CONTINUOUS IMPROVEMENTS
PARADISE
www.rdaconsultancy.com
INDUSTRY IMAGE
WE STILL ACHIEVED TS 16949
www.rdaconsultancy.com
PEOPLE PROFILE
AGE
70
50
30
10
-10 15 25 35 45 55 65
Age
www.rdaconsultancy.com
Number of Employees 1996 Number of Employees 2003
CULTURAL CHANGE
DIRECTION TRAINING
INVOLVEMENT MOTIVATION
TRUST FLEXIBILTY
EMPOWERMENT
www.rdaconsultancy.com
BENEFITS
BUSINESS SYSTEM
COMPANY WIDE FOCUS
KUDOS
ENTRY INTO THE MARKET PLACE
www.rdaconsultancy.com
www.rdaconsultancy.com
Any Final Questions?
www.rdaconsultancy.com
Thank you for you attention and participation
www.rdaconsultancy.com