Application of Quality Application of Quality Improvement ConceptsImprovement Concepts

American Society for Industrial Security

SFBAC-ASIS

Chapter Meeting Jan 17th, 2002

Speaker: Bob Larson

In Pursuit of QualityIn Pursuit of Quality

“Quality Assurance is a continuously unfolding process. It is not a

commodity or one-time process to be left to those who specialize in it. It belongs to everyone, all the time.”

Dr. Deming View on Quality

Order of Presentation ProcessOrder of Presentation Process

Some building blocks of a security system Comments on culture and core values Process assessment methodology Reengineering concepts and application Mistakes in pursuing customer loyalty Running “lean” opportunity and challenge

The Shangrila SyndromeThe Shangrila Syndrome

X

X

X

X

X

X

X

X

X

X

QualityLevel

“We Don’t Have Problems,Why Spend So Much Money?”

Shangrila

Customer’s Threshold of Pain

We’re In Trouble!”

“We’re The Tops!”

“We Love It!”

“Things Are Looking Up”

“We’re In trouble!”“Get Everyone Involved”

“Fire the Security Person”

“Hire New Security Person”

Time

Cost of Quality is Often Below the SurfaceCost of Quality is Often Below the Surface

InadequateEquipment

ComplaintHandling Problem Reporting

Excessive Systems Costs

Administrative Costs

Lack of Current Knowledge

Incorrectly CompletedIncident Reports

Customer Feedback

Late Paperwork

Lack of Follow-Upon Current Programs

Excess Supplies

Lack of Planning

Reactiveversus

Proactive

Delayed ResponseTo Customer Call

ExcessiveEmployee Turnover

Legacy Processes

OperationalCosts

IncompleteDocumentation

Excessive Overtime

Mistakes

Wasted Effort

Lack of Training

Customer Complaints

Audit Observations

Dept Expense

TITLE

Methodology

Objective Verification

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Fundamental Objective

Communications

Construct Components

FunctionsLevels

Security System Building BlocksSecurity System Building Blocks

Individual & Teamwork

AccountabilityAchievement

Favorable trendIn Prevention &Incident Reports

Routine ProcessAssessment & Revision Plans

Proactive RiskAnalysis &

Interventions

Body of Knowledge &

IndustryExperience

StrategicLeadership of

SecurityProfessionals

Core Values &SecurityCulture

DocumentationProblem I.D.Investigations

CertificationPrograms &Recognition

Established Standards that

Are Shared

1

2

3

4

5

Budget Performance &

Cost Mgmt

Customer Survey/Audits

Corrective Actn.

Security and Safety of People Physical Assets

Promote andApply BestPractices

Integrity basedEducation &Training

Core Values Important to Core Values Important to Conducting Process AssessmentConducting Process Assessment

Security principles & professionalism Customer/employee focus for sec/safety Confidentiality, conduct & integrity Response timeliness and attitude to serve Proactive prevention and protection Continuous improvement mindset

Objectives of a Process Objectives of a Process AssessmentAssessment

1. Select or define problems as part of total system

2. Establish & implement simple, efficient data collection

3. Use understandable methods that can be communicated to management

4. Apply: “Plan, Do, Check, Act” to assess and sustain improvements

Process Assessment QuestionsProcess Assessment Questions

• Do you ever have to redo things?• Are there wasted steps in your procedures?• Is effort often duplicated or is the process

unpredictable?• Do communications ever fail? Why?• Why are there quality failures in your

work?

The Typical Process ModelThe Typical Process Model

Inputs

People

Technology

Equipment

Measures

Culture

Process

Translation

Analysis

Action Plan

Outputs

Customer

Guaspari’s Value MatrixGuaspari’s Value Matrix

Well-Intentioned Value Creating

Adversarial Bureaucratic

Low ProcessLow

Purpose

High

High

Quality Improvement ProcessQuality Improvement Process

First identify the desired output Begin with asking, “who are the

customers?” Define the customer requirements Select the performance measurement Develop the improvement goals

Origins of Problems in a ProcessOrigins of Problems in a Process

• Processes do not I.D. Need for prevention• There are non-value added steps & wasteful

measures• The inputs/outputs are variable/inconsistent• Mistakes occur in execution of procedures• Incomplete knowledge of how a process

works• Inadequate knowledge of how a process

should work

Concepts/tools to Assess ProcessConcepts/tools to Assess Process

• The concept of internal/external customers• Concept that all work can be measured• Variation often caused by lack of agreement• Asking, “am I adding cost, vs adding value”• Application of flow charting, data

collection• Adopting “Best Practices” for best process

Process Assessment Is a Process Assessment Is a Thinking ProcessThinking Process

Consider everything is a process Quality is achieved by improving process Processes will vary over time Variations are caused & are both common and

special Leaders job is to understand/improve process and

to recognize causes Leaders encourage to solve prob. Effect strategies

What is Reengineering?What is Reengineering?

The fundamental rethinking and radical redesign of business processes to achieve

dramatic improvements in critical measures of performance.

(cost, quality, capital, service, speed)Michael Hammer & James Champy

Reengineering the Corporation

What Is the Goal of What Is the Goal of Reengineering?Reengineering?

To streamline operations for:- Superior quality - Increased profitability

- Compliance to regulations

What is the Process of What is the Process of Reengineering?Reengineering?

Process Mapping, flow charts, interviews Evaluation of every step in a process Think what steps add value for customers Involve people who do the actual work Remove those steps that do not add value Effect new process, evaluate, redo, revise

Sequence of Realizing Quality Sequence of Realizing Quality Through ReengineeringThrough Reengineering

A. Customer quality requirements

B. Inputs = root cause analysis & best practice

C. Reengineering redesign of process

D. Output = quality improvement plans

E. Prepare Organization for change

F. Implementation phase of plan or pilot run

7 Critical Mistakes When Pursuing7 Critical Mistakes When PursuingCustomer LoyaltyCustomer Loyalty

1. Disinterested sounding telephone answering techniques.

2. Thinking customer service means doing anything the client wants.

3. Being slow in handling customer complaints.4. Being reactive and not doing a root cause study.5. Security executives not meeting regularly with

client executives.6. Not knowing when to say no.7. Making promises you cannot keep. Source: The Art of Successful Security Management by Dennis Dalton

Challenge to Run “Lean”Challenge to Run “Lean”

• Most operations must do more with less• Knowing what is important will help

focus resources• Process study helps identify strengths

and weaknesses• Removing waste in processes will help do

more with less• Resource constraints force one to be

creative and “just do it!”

““It is not how much we do,It is not how much we do,but how well we do it thatbut how well we do it that

determines worth. The first determines worth. The first measurement of any work ismeasurement of any work is

Quality.”Quality.”

Leroy Brownlow Leroy Brownlow