Examples
MANAGEMENT BUY-IN
CLIENT's SITUATION
PQA's client, a successful, well-managed manufacturing company, was justly
proud of their modern manufacturing systems and customer focus. A major
customer insisted upon something new; Statistical Process Control. Before
proceeding to SPC implementation, the client needed to develop an understanding
and commitment to quality.
PQA's TASK
Develop a quality principles training program for the management group. It
became clear during this training that the management group had different ideas
about their company's direction. PQA's task now became to help management
develop a common quality mission.
PQA's ACTION
PQA delivered a customized six-week training course to 11 management
personnel to satisfy the client's initial need and then facilitated a
management workshop to develop a Mission Statement. PQA enticed Senior
Management to attend Quality Forum V, where they heard from presidents of other
companies the advancements that were possible with the full commitment of top
management.
CLIENT's RESULTS
Management made the commitment to quality. They are now pulling at the same
speed, and in the same direction. Management is more intimately involved in
day-to-day operations. Customers feel that the client has made significant
improvements in quality and delivery. Competitors have been forced to start a
Quality Revolution of their own.
SUPPLIER QUALITY
CLIENT's SITUATION
This multi-division manufacturer knew that there was a limit to how much
effect its QA department could have on the end product, given that over 50% of
the product's cost was in purchased components over which it had no control.
PQA's TASK
Help the client get their suppliers involved in identifying and correcting
problems before they ship them out.
PQA's ACTION
The client invited their largest suppliers to attend a one-day workshop
conducted by PQA (the suppliers paid to attend). The workshop concentrated on
the principles of quality and the problem solving process. Suppliers worked
with the client to begin the application of the problem solving techniques on
real problems they were currently encountering.
CLIENT's RESULTS
A 30-40% reduction in the amount of product coming in that was suspect or
nonconforming. A start to a supplier certification program which will continue
to enhance the customer-supplier relationship.
SERVICE QUALITY
CLIENT's SITUATION
This medium size service provider, with over 600,000 items, was having major
difficulties in keeping their shelves stocked on a timely basis. The average
time to restock an item was 18 days, with some items taking as long as 38 days.
PQA's TASK
Recommend work method improvements which would drastically reduce the time
to re-stock the shelves with no increase in personnel.
PQA's ACTION
In a one-day consultation session, PQA involved the staff in a problem
solving session which was able to pin-point the root cause of the problem and
recommend corrective action.
CLIENT's RESULTS
With only partial implementation of the recommended corrective actions, the
client was able to:
- Re-stock shelves within one hour, or less.
- Reduce the person-hours spent re-stocking by 50%.
- Reduce shelf space requirements by 5000 linear feet.
- Increase employee morale dramatically by involving them in the
improvement process and making their job easier.
RE-ORGANIZATION
CLIENT's SITUATION
A $100 million a year manufacturer needed to respond more quickly and
effectively to internal and external demands. The workforce felt under stress
and were making repetitive mistakes. Measurements in use were ineffective.
Personalities were getting in the way of teamwork. The root cause of these
problems was unknown.
PQA's TASK
Collect data, interview employees, and audit systems to identify root cause
of problems and appropriate responses that management could use.
PQA's ACTION
Mission statement, strategic plan, and measurement systems were reviewed and
in-depth interviews of the staff were conducted. Historical culture of company
was compared with present management direction. A new organizational structure
was suggested, goals for programs were developed with employees, and a new
measurement system for departmental results was installed.
CLIENT's RESULTS
Cultural issue is now better understood by management. Workers are happier
in the new organization. New measurements have aligned the monthly measurements
with the company's Mission statement and Strategic Plan. Teamwork has improved.
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