How can quality improvement projects align with overall business strategy?

Na minha experiência de mais de 20 anos em opera??es industriais algo que percebo frequentemente é a falta de motiva??o pessoal em buscar, realmente, a melhoria contínua. A melhoria contínua n?o é TODO SANTO DIA ser melhor que ontem. A melhoria contínua é a evolu??o na forma de ciclos. A cada novo patamar, novos desafios, novos erros e, especialmente, novos aprendizados. N?o se culpe se houve um dia ruim. Os melhores times de futebol do mundo também perdem jogos, mas ganham compeonatos.

Para avaliar o estado atual é imprescindível ter um sistema de coleta de dados confiáveis, infelizmente em algumas empresas os resultados s?o "maquiados", desperdícios s?o omitidos nos apontamentos, dificultando a análise da causa raiz. Uma dica é controlar e conferir o seu descarte. Infelizmente, existem gestores que preferem esconder problemas ao invés de encarar os desafios de melhorar os processos.

Quality is what defines the product for the existing as well as potential customers. By improving quality, the business is going to get benefitted through better customer experience, satisfaction and will potentially grow the top line by getting more business. The improvement is going to help to improve the bottom line by reducing operational cost in terms of scrap cost and also reduction in PPM and customer returns. The organization's goal in terms of business enhancement or profitability improvement is linked to quality improvement.

Ao realizar o mapeamento de processos, você visualiza as etapas, intera??es e possíveis gargalos em suas opera??es. A análise de fluxo de valor aprimora essa vis?o, destacando atividades que agregam valor ao cliente e eliminando desperdícios. As auditorias de qualidade avaliam a conformidade com padr?es e procedimentos, identificando oportunidades para fortalecer práticas. Coletar dados sobre satisfa??o do cliente oferece insights diretos, enquanto taxas de defeito revelam a eficácia dos processos. Tempos de ciclo indicam eficiência operacional, e a lucratividade reflete o impacto financeiro. Esses detalhes combinados formam uma base robusta para desenvolver estratégias eficazes de melhoria contínua da qualidade.

Quality Improvement is a way to do well by doing good. QI projects that are well done help improve processes. The best don't demand additional resources, they eliminate waste in your systems to do more in a different way so that the same resources do more. When well designed QI processes build in an ROI plan to showcase exactly what they add to your systems.

Define the problem: - Identify the gap between the current state and the desired state. - Specify the specific issue or opportunity to be addressed. - Articulate the problem in a clear and concise manner. Define the goal: - State the desired outcome or end result to be achieved. - Ensure the goal is specific, measurable, achievable, relevant, and time-bound (SMART). - Align the goal with the organization's strategic objectives.

O diagnóstico ou defini??o do problema permite direcionar o foco. Após realizar o mapeamento do estado atual, é importante limitar o escopo, utilizar a identifica??o dos limites e objetivos. Podemos usar várias técnicas, de usar Mapeamento de Fluxo de Valor, podemos identificar com nuvens "kaizen" o escopo. Num projeto DMAIC, na fase D podemos usar o desdobramentos y=f(x) para alcan?ar o foco. Em negócios, podemos usar o SWOT para identificar oportunidades e definir o foco. Quanto aos objetivos sem dúvidas a melhor técnica é o SMART.

Link potential quality improvement projects to specific strategic goals. Choose projects that address significant pain points and offer the highest potential return on investment (ROI) in terms of strategic objectives. Utilize tools like SWOT analysis or cost-benefit analysis to evaluate project feasibility and impact

When the biggest offender is defined, before to create the project is necessary to define the stakeholders and teamwork to define the target and evaluate the root cause for possible countermeasures.

Define quality improvement problems by identifying areas of concern, using data and metrics, involving stakeholders, and conducting root cause analysis. Establish clear, SMART goals aligned with business objectives, prioritize improvement opportunities, and encourage collaboration. Continuously monitor progress, adapt goals based on feedback, and benchmark against industry best practices for sustained success.

Para garantir que a estratégia do negócio seja atingida, e mais que necessário alinhar com todas as camadas do negócio. Todos as oportunidades de melhoria que podem gerar impacto na estratégia, devem ser tratados e direcionados com a metodologia mais adequadas para cada oportunidade. Assim garantimos que temos líderes trabalhando em frentes que est?o alinhadas com a estratégia do negócio e ferramentas de melhoria coerentes com o problema.

Aqui é fundamental que os projetos definidos estejam alinhados com os objetivos e metas globais da organiza??o. é importante: - Compreens?o da Estratégia de Negócios - Identifica??o de Sinergias: - Aloca??o de Recursos - Defini??o de Indicadores Chave de Desempenho (KPIs): - Comunica??o e Envolvimento - Ajustes à Estratégia, se Necessário - Prioriza??o Estratégica

To continue to exist as a business entity part of the requirement, in any quality improvement project is customer satisfaction which has 3 dimensions to it; Quality, Cost and Delivery. You need to have a blend of these 3 to be able to have complete 100% customer satisfaction. The product attributes which defines quality is also relatively cost dependent, consumer will prefer your products if it has the right attributes and coming at the right price, this is where cost of quality is very important and the way to mitigate the effect of cost on quality is to do it right the first time. This can also be a in the strategic objectives to help reduce the cost of quality. Customer satisfaction is also based on availability. Product time to market.

Incluir a melhoria contínua e a cultura de aprendizado e desenvolvimento como parte da estratégia do negócio alimenta n?o apenas a orienta??o a resultados, mas também impacta diretamente no propósito do time. A vontade de ser melhor a cada ciclo, de defender a qualidade do servi?o ou produto que oferecemos, é um compromisso que fazemos com nós mesmos de evoluir e buscar a excelência.

3. The COPQ and CI Dollar Metrics need to be added and reviewed in Weekly/Monthly Leadership Meetings AND cascaded to all via their Key MBO's or team performance review

Selecting and implementing a solution involves thoughtful consideration and strategic execution. Collaborating on potential solutions through tools like brainstorming and benchmarking against established standards is pivotal. However, it's equally crucial to delve into internal historical metrics, ensuring a comprehensive understanding of the landscape. The effective analysis and utilization of the larger picture of quality data plays a central role, coupled with the expeditious implementation of changes. This relationship between benchmarking and internal metrics amplifies the transformative impact, fostering sustained performance improvement.

Selection of the solution starts with involving the people who do the work (regardless of the work). They are not assets or resources. They are people who know where the problems are, and where the things they struggle with are. These same people also have valid ideas on how to change things to solve the problem. To not start with them says you don't value them and they are less than capable. The solutions that get implemented should be theirs, maybe not what was originally stated, but what it evolved into. I implement whatever they come up with unless it could cripple the company. If that seems possible, then we will break it bites to implement.

One thing I found most important and critical is the involvement and participation of the assets which are producing defects. Most of the time this missing link causes complete failure of desire results because every action which shall be purpose without involvement of that asset may produce inconvenience or unnecessary steps for the asset. 2nd most of the time quality issue generators do not know the full effect and impact of those issues on the big picture. So it is most important to adopt whatever methodology for the problem one should keep full involvement of the generator (asset/ worker)

Getting buy-in from stakeholders is critical to successful improvement initiatives. If Strategic targets and the “Why” behind them are common knowledge as in companies practicing Hoshin Kanri, improvement support is unquestioned.

Never underestimate workforce engagement. You can miss critical oversights. A workforce has a lot of energy for enthusiasm for a new project. A workforce will redirect that energy to resistance if they have been left out of the process.

Often multiple improvement iterations are necessary to achieve the needed target gap closure. This should not be seen as failure as the Kaizen participants gain greater understanding of the process with each iteration.

This is where I love 4DX principles, especially keeping a compelling scoreboard or scorecard, and then creating a cadence of accountability to make sure that the vision and mission are not lost and the actual smart goals are achieved.

Embora cada área tenha sua contribui??o para o sucesso do projeto e ou negócio, entendo que qualidade trata-se de um conceito que deve ser dissiminado de forma ampla e clara. Todas as áreas devem ter qualidade como conceito .

analyze the data collected daily, pay attention to significant deviations and adjust strategies if necessary. feedback with the team and regular meetings are important so that everyone is involved and attentive

Le rituel du QRQC permet de s’assurer que la qualité est la préoccupation de tous et que les problèmes sont suivis jusqu’à leur éradication

I don’t thing so that quality can play a major role in any industry Quality mean nothing just waste of paper. Without implementation quality is nothing. Quality must done by production

I totally agree with the CI approach in the system. We can get the best by improving the system and doing the continuous improvement. For eg we can reduce rejection from 10% to 3% with less effort but if we want to reduce further then we require continuous improvement in the system. Thank you ??

always be where things happen daily, analyzing data and deliveries. encourages the team to contribute to continuous improvements. The kaizen program is an excellent opportunity for everyone to participate in this journey.

Por experiência própria, a melhoria continua é sempre possível, desde que toda equipe esteja alinhada, para que as ideias sejam ouvidas e tratadas com aten??o, realizando por exemplo o kayzen e PDCA , que s?o ferramentas praticas para manter a melhoria de todo processo. Toda ajuda é bem vinda!

Definitely QA is not just one time work, constant see the perfection will be the "standard" for any department and always thinking from the different perspectives, like QA, Safety, Cost, etc.

Leverage quality management frameworks like Lean Six Sigma or Total Quality Management (TQM) to guide your project implementation. Consider using project management tools and software to streamline planning, execution, and communication. Foster a culture of continuous improvement within your organization, where everyone is empowered to identify and address quality issues.

Maintain product quality is utmost important. Quality should meet the customer expectations. So always align the processes as per customer expectations. Strengthen the Quality Assurance and Quality Control process and checks. So quality should be customer focus. Communicate quality vision and principles across all functions as to attain total quality. Process approach and continual improvement projects are tools for alignment.

There are three things to consider in business: quality, delivery, and price, in that order. Quality is by far the most important of the three. If the quality isn’t there and it’s not right, then it doesn’t matter how fast you receive it or what you paid for it. If quality and delivery aren’t there, that could cost you more money with expediting fees, overtime premiums and upset or lost customers. If both quality and delivery are always there, that will help to ensure profits and you can charge a premium that most will pay because they know that the quality of the work they receive is always right and delivered on time.

Product design perspective. In the context of sustainability of improvements consideration must be given to uncertainty, vulnerabilities, risks, and safety factors that could impact reliability and performance. One must also not overlook the adequacy of the design to perform it's intended functions. If we attempt to improve a design that lacks the capabilities or capacity to effectively and successfully perform it's functions then we could be disappointed with it's outcome. Hence validation of key or critical performance factors become necessary. Usability is often ignored during improvements efforts. This later presents another challenge. I must also include the absence of design for warranty cost reduction leads to need to improve.

The worst risk to take is no risk. If your solution doesn't risk wasting money, wasting your time, or wasting your effort if done poorly, you're probably not going to gain from the quality improvement in a meaningful way even if executed perfectly. There's a big difference between shrewdly taking a risk and trying to take no risks.