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Sellafield 25 years of quality

Sellafield 25 years of quality. The Car 1986. The Car 2011. The PC 1986. The PC Now. The Phone 1986. The Phone Now. Who were the quality companies in 1986?. IBM Rank Zerox Jaguar Most Japanese majors BMW/Mercedes. Which qualities did they demonstrate in 1986?. Value for money

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Sellafield 25 years of quality

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  1. Sellafield 25 years of quality

  2. The Car 1986 The Car 2011

  3. The PC 1986 The PC Now

  4. The Phone 1986 The Phone Now

  5. Who were the quality companies in 1986? • IBM • Rank Zerox • Jaguar • Most Japanese majors • BMW/Mercedes

  6. Which qualities did they demonstrate in 1986? • Value for money • Reliability? • Efficiency • Elegance But that was not the norm - still heavy reliance on inspection

  7. Who are the quality companies in 2011? • Grundfos • Ricoh • Siemens Healthcare • Bosch • BMW • GE • Glaxo

  8. Which qualities do they demonstrate? • Value for money • Reliability • Efficiency • Elegance Plus • Environmentally friendly • Socially responsible • Engaged with staff, stakeholders and customers

  9. Which standards applied in1986? • BS 5750 • BS 5882 • Generally set our own standards All Primarily inspection focused

  10. Which standards apply in 2011? • BS 9001 • GSR3 • WANO • INPO Now comparison is against the best practice

  11. 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

  12. Quality Tools used from 1986 • TPM • TQM • Systematic Approach - Coverdale • Six Sigma • Kaizen • Balanced Scorecard • PDCA • SPC • Brainstorming

  13. 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

  14. Pillars of Excellence

  15. Quality Tools used elsewhere • European Excellence/Baldridge model-holistic approach to quality • Process management • Employee engagement • Culture Change

  16. Main changes in 25 years Internet, Terrorism, Compliance and regulation, H&S Environmental awareness Medical science Facebook Reality TV shows! Summary-many improvements but.....

  17. Fukushima 2011 Chernobyl 1986

  18. Chernobyl 1986= Fukushima 2011– can never relax Quality is not the norm and needs continuous attention Main threat - fluctuations in leadership and direction

  19. Some Drivers of Change? Stakeholders Global Environment CUSTOMERS GOVERNMENT PARTNERS SOCIETY TECHNOLOGY ENVIRONMENT OWNERS IMPROVE!! GLOBISATION EMPLOYEES Market / Arena Ambition NEW ENTRANTS VISION COMPETITORS MARKET TRENDS REGULATORS STRATEGIC THEMES 19

  20. What has changed? • 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.

  21. Which Mentality...? • 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. 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.

  22. The 8 Fundamental Concepts of Excellence

  23. Learning, Creativity and Innovation The Business Excellence Model Leadership Processes, Products & Services People People Results Key Results  Strategy Customer Results Partnerships & Resources Society Results

  24. The Business Excellence Model incorporates all company activities EDD Talent Man. PDJA-Training Strategic Competence Development 360° feedback Exit interviews Shop Floor Excellence Sales Excellence Process maps IMS Six Sigma ISO 9001, 14001 etc Employee Motivation Survey 360° feedback Focus Groups EDD Talent management PDJA BE training Mission, vision, values BE-THINK-INNOVATE 360 degree feedback  Controlling Working Capital Growth PBT Cost to Serve Strategy Map Balanced Scorecards Action Plans Core competencies Ext./Int. Customer Survey Sales Excellence Survey Customer Compliant System Warranty rate SRM Activity Based Costing SCM IT systems e.g. SAP Controlling Co2 reduction Waste /Safety ISO 14000

  25. VisibleLeadership Focus on Improvement Skills (3b) Engagement in improvement activities (3c/3d) Process Improvements (5b) Waste reduction (5d) Customer Relations (5e) Profile of Leaders Engagement in Improvement Volume Profitability Reduced Waste Potential to Recover (9b) Keeping Customers Rapid “Planning” and communication of goals (2c/2d) Savings from Suppliers (4a) Focus on cost/value (4b) Reduction in waste (4c) Brand Reputation Analysis of Organisation AA vs. Recession

  26. Enablers – Approaches, Deployed Results People Results People L E A DERSHIP P P A N D S R E S U L T S K E Y Customer Results Partnerships & Resources Society Results Innovation Creativity and Learning The BE Model and RADAR Assess And Refine Strategy

  27. Determine required Results Deploy Approaches The RADAR Concept Assess and Refine Approaches and Deployment Plan and develop Approaches

  28. Radar/PDCA An alternative view of Radar

  29. Excellent Organisations

  30. Previous Finalists include a....

  31. 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?

  32. Some Characteristics • Minimal fire-fighting / recurring problems • A common understanding and vision • Constant well managed change • Engaged people and stakeholders • An upward flow of ideas • Efficient and effective use of data • Innovation is normal • Pride and the desire that drives further improvement • A culture that gives a competitive advantage • Excellent results (for all stakeholders)

  33. The EFQM Model – an Alternative Picture Vision, Mission, Values Results Leadership1a, 1b, 1c, 1d, 1e Strategy, Planning, Targets2a, 2b, 2c, 2d Value added targets Key results 9a, 9b People3a,3b, 3c, 3d, 3e Value stream, value creation Customer results6a, 6b Partners, Suppliers 4a Value Adding Processes, 5b, 5c, 5d, 5e People results 7a, 7b Society results 8a, 8b Resources,4b, 4c, 4d, 4e Systems/Processes, Improvements 5a

  34. Change Management Model Pressure for Change A Clear Shared Vision Capacity for Change Actionable First Steps

  35. Thank you John Carson TQMI Ltd johnc@tqmi.co.uk

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