TQMI 2011 TQMI 2010 TQMI 2011 Sellafield 25 years of quality.
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TQMI 2011 TQMI 2010 TQMI 2011 Sellafield 25 years of quality
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Transcript of TQMI 2011 TQMI 2010 TQMI 2011 Sellafield 25 years of quality.
TQMI 2011 TQMI 2010 TQMI 2011
Sellafield25 years of quality
TQMI 2011
The Car 1986
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The Car 2011
TQMI 2011
The PC 1986
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The PC Now
TQMI 2011
The Phone 1986
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The Phone Now
TQMI 2011
Who were the quality companies in 1986?
• IBM• Rank Zerox• Jaguar• Most Japanese majors• BMW/Mercedes
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TQMI 2011
Which qualities did they demonstrate in 1986?
• Value for money• Reliability?• Efficiency• Elegance
But that was not the norm - still heavy reliance on inspection
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TQMI 2011
Who are the quality companies in 2011?
• Grundfos• Ricoh• Siemens Healthcare• Bosch• BMW• GE• Glaxo
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TQMI 2011
Which qualities do they demonstrate?
• Value for money• Reliability• Efficiency• ElegancePlus• Environmentally friendly• Socially responsible• Engaged with staff, stakeholders and customers
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TQMI 2011
Which standards applied in1986?
• BS 5750• BS 5882• Generally set our own standards
All Primarily inspection focused
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TQMI 2011
Which standards apply in 2011?
• BS 9001• GSR3• WANO• INPO
Now comparison is against the best practice
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TQMI 2011
BNFL in 1986
• Very top down- little involvement of the workforce• Inefficient (cost plus contracts, silo mentality)• BUT world leader - others came to see SIXEP,
Pond 5, Thorp• Quality circles started
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TQMI 2011
Quality Tools used from 1986
• TPM• TQM• Systematic Approach - Coverdale• Six Sigma• Kaizen• Balanced Scorecard• PDCA• SPC• Brainstorming
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TQMI 2011
Sellafield Sites in 2011
Have had many quality improvement initiatives• TQM• Self Assessment (Excellence Model)• Fast Forward• Standards and Expectations• Six Sigma• Currently-
• Excellence – ACE Man• Project Peer Assist Events• Standard Nuclear Performance Model -INPO
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TQMI 2011
Pillars of Excellence
INDIVIDUAL EXCELLENCEINDIVIDUAL EXCELLENCE
SAFETYSAFETY
BEST VALUEBEST VALUE
AAC
CID
EN
T F
RE
EC
CID
EN
T F
RE
E
CCO
NT
RO
L D
OS
EO
NT
RO
L D
OS
E
EEV
EN
T F
RE
EV
EN
T F
RE
E
MME
ET
E
ET
C
OM
MIT
ME
NT
SC
OM
MIT
ME
NT
S
AAT
TE
ND
AN
D
TT
EN
D A
ND
U
SE
TR
AIN
ING
US
E T
RA
ININ
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NNIL
RE
WO
RK
IL R
EW
OR
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QUALITYQUALITY SCHEDULESCHEDULE COSTCOST
EXCELLENCE IN EXCELLENCE IN EVERYTHING WE DOEVERYTHING WE DO
INDIVIDUAL EXCELLENCEINDIVIDUAL EXCELLENCE
SAFETYSAFETY
BEST VALUEBEST VALUE
AAC
CID
EN
T F
RE
EC
CID
EN
T F
RE
E
CCO
NT
RO
L D
OS
EO
NT
RO
L D
OS
E
EEV
EN
T F
RE
EV
EN
T F
RE
E
MME
ET
E
ET
C
OM
MIT
ME
NT
SC
OM
MIT
ME
NT
S
AAT
TE
ND
AN
D
TT
EN
D A
ND
U
SE
TR
AIN
ING
US
E T
RA
ININ
G
NNIL
RE
WO
RK
IL R
EW
OR
K
QUALITYQUALITY SCHEDULESCHEDULE COSTCOST
EXCELLENCE IN EXCELLENCE IN EVERYTHING WE DOEVERYTHING WE DO
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TQMI 2011
Quality Tools used elsewhere
• European Excellence/Baldridge model-holistic approach to quality
• Process management• Employee engagement• Culture Change
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TQMI 2011 TQMI 2010 TQMI 2011
Main changes in 25 years• Internet,
• Terrorism,• Compliance and regulation,
• H&S• Environmental awareness
•Medical science•Facebook
•Reality TV shows! •Summary-many improvements but.....
TQMI 2011
Chernobyl 1986Fukushima 2011
TQMI 2011
Chernobyl 1986= Fukushima 2011– can never relax
Quality is not the norm and needs continuous attention
Main threat - fluctuations in leadership and direction
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TQMI 2011 19
Some Drivers of Change?
CUSTOMERS
EMPLOYEES
ENVIRONMENT
COMPETITORS
TECHNOLOGYSOCIETY
GOVERNMENT
REGULATORS
Stakeholders Global Environment
AmbitionMarket / Arena
IMPROVE!!
OWNERS
PARTNERS
GLOBISATION
MARKET TRENDS
NEW ENTRANTS
STRATEGIC THEMES
VISION
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TQMI 2011 20
Many of the pressures for change have been around for a while...but:
• We are managing in times when change happens ever more quickly
• The degree of uncertainly is increasing – who can really predict the future (a Tsunami in Japan leads to 600 job losses in Cumbria)
• The pressure for change can often be mobilised more quickly – in 4 days the News of the World went from clear market leader for over 40 years to closure
•It is now said that 80% of the value of an organisation are the “intangibles” (e.g. Culture, talent, governance and brand) as these “equip” organisations for future success in this environment.
What has changed?
TQMI 2011 21
• If it isn’t broke don’t fix it.Or:• However good it is today; if it isn’t perfect
for tomorrow we can still try to improve it.
Which Mentality...?
PDCA/Radar Thinking is an essential practice and a habit
Or put another way – it is no longer enough to be a learning
organisation; the need is to look forward, learn and act.
TQMI 2011
The 8 Fundamental Concepts of Excellence
TQMI 2011
The Business Excellence Model
Learning, Creativity and InnovationLearning, Creativity and Innovation
StrategyProcesses, Products & Services
People Results
CustomerResults
Society Results
Key Results
People
Partnerships &Resources
Leadership
TQMI 2011
The Business Excellence Model incorporates all company activities
EDDTalent Man.PDJA-TrainingStrategic Competence Development360° feedbackExit interviews
Shop Floor ExcellenceSales Excellence Process mapsIMSSix SigmaISO 9001, 14001 etc
Employee Motivation Survey360° feedbackFocus Groups
ControllingWorking CapitalGrowthPBTCost to Serve
Ext./Int. Customer SurveySales Excellence SurveyCustomer Compliant SystemWarranty rate
Co2 reductionWaste /SafetyISO 14000
SRMActivity Based CostingSCMIT systems e.g. SAPControlling
EDDTalent managementPDJABE trainingMission, vision, valuesBE-THINK-INNOVATE360 degree feedback
Strategy MapBalanced ScorecardsAction PlansCore competencies
TQMI 2011
Profile of Leaders
Engagement in
Improvement
Analysis of Organisation AA vs. Recession
Savings from Suppliers (4a)
Focus on cost/value (4b)
Reduction in waste (4c)
Focus on Improvement Skills (3b)
Engagement in improvement activities (3c/3d)
Volume
Profitability
Reduced Waste
Potential to Recover (9b)
Keeping Customers
Brand Reputation
Process Improvements (5b)
Waste reduction (5d)
Customer Relations(5e)
Rapid “Planning” and communication of goals (2c/2d)
Visible Leadership
TQMI 2011
The BE Model and RADAR
Enablers – Approaches, Deployed
KEY
RESULTS
PeopleResults
SocietyResults
Results
CustomerResults
Innovation Creativity and Learning
LEADERSHIP
People
Strategy
Partnerships & Resources
P P
AND
S
AssessAnd
Refine
TQMI 2011
Plan anddevelop
Approaches
Assess and RefineApproaches and
Deployment
Determine requiredResults
DeployApproaches
The RADAR Concept
TQMI 2011
Radar/PDCA
An alternative viewof Radar
TQMI 2011 TQMI 2010 TQMI 2011
Excellent Organisations
TQMI 2011
Customs and Tax Office Department Of PsychiatryDentist ConsultancySchool Conference CentreChamber of Commerce HotelBank BreweryRoad Building Dept University
Previous Finalists include a....
TQMI 2011
Excellent Organisations
• The annual EFQM Excellence Award identifies “leaders in Excellence”
• These come from many countries, sectors and backgrounds
• The size and type of organisations varies considerably
• Any common features?
TQMI 2011
Some Characteristics
1. Minimal fire-fighting / recurring problems2. A common understanding and vision3. Constant well managed change4. Engaged people and stakeholders5. An upward flow of ideas6. Efficient and effective use of data7. Innovation is normal8. Pride and the desire that drives further
improvement9. A culture that gives a competitive advantage10. Excellent results (for all stakeholders)
TQMI 2011
The EFQM Model – an Alternative Picture
Results
Value stream, value creation
Key results 9a, 9b
Customer results6a, 6b
Society results8a, 8bResources,
4b, 4c, 4d, 4e Systems/Processes,
Improvements 5a
Partners,Suppliers 4a
People3a, 3b, 3c, 3d, 3e
Strategy,Planning, Targets
2a, 2b, 2c, 2d
Vision, Mission, Values
Leadership1a, 1b, 1c, 1d, 1e
People results7a, 7b
Value added targets
Value Adding Processes, 5b, 5c, 5d, 5e
TQMI 2011
Change Management Model
Pressure for Change
A Clear Shared Vision
Capacity for Change
Actionable First Steps
