THE QUALITY MANAGER 2011

1. THE QUALITY MANAGER 2011 Presented by; John Skinner www.rdaconsultancy.com

2. Introduction • Personal career choices and path into ‘Quality’ • Quality Assurance; just common sense! • Introduction to RDA www.rdaconsultancy.com

3. The Quality Manager 2011 • The current business environment continues to be extremely difficult following on from the recent recession and initial recovery (e.g. pay cuts, site closures, job losses, reduced operating margins/profits, increased competition etc.) • This is likely to remain so for some years to come; we cannot afford to relax • What does a business need from their management team? • What management skills are required in today’s competitive environment? www.rdaconsultancy.com

4. What do we see with a Quality Manager profile; • Excellent technical knowledge of products/manufacturing • Experienced in inspection/testing techniques and technology • Manages the day to day inspection/testing functions • Handles complaints, warranty returns & investigation • Manages external audits and responds to non-conformities and audits suppliers • Reports summary data to the senior management team (member of the team?) • Writes the Management Review minutes • Does this summary represent a typical skill set? www.rdaconsultancy.com

5. Is the Quality Profession being let down by; • Managers/consultants producing systems that meet the basic requirements and have not adopted a process approach incorporating improvement, customer focus and satisfaction etc. (e.g. may rely on a few basic flowcharts or procedures) • Managers who are not developing their business skills that may be essential for job security into the future • Managers who are not able to provide support when things go astray; may only be seen as a roadblock to circumvent • Someone who is not respected professionally by their peers www.rdaconsultancy.com

6. What should we expect from today’s Quality Manager? • Can Quality Managers remain focussed on just the Quality Assurance Operation? (or their additional Environmental/ Health and Safety responsibilities) www.rdaconsultancy.com

7. In order to contribute to the success of the organisation, they need to be a member of the Senior Management team • Where the management team does not include a balance of required skills, projects may experience problems; for example:- www.rdaconsultancy.com

8. Nimrod MRA4 Surveillance/ Reconnaissance aircraft • Cancelled late 2010; £4Bn worth of equipment, airframes, 500 jobs etc. • Initiated in 1996 for 21 planes, reduced to 12, then 9 • 2010 NAO report; cost three times over budget, major delays; poor evaluation of risk/costs leading to additional expense & delays www.rdaconsultancy.com

9. In order to contribute to the success of the organisation, a Quality Manger should possess the following additional skill set; • Business Planning knowledge • Commercial skills • Sound knowledge of the company processes • Knowledge of legislative and statutory requirements • A working knowledge of environmental requirements • Sound health & safety skills and knowledge of legal/statutory requirements • An understanding of business continuity www.rdaconsultancy.com

10. It is not necessary to have a detailed working knowledge of all of these aspects initially, as this may be gained over time (CPD?)It is preferable for a basic understanding to be in place to be able to offer a contribution to the success of the organisation; then we can contribute and plan for change instead of being seen as negative when change is starting (i.e. pointing out problems, issues that should have been considered sooner etc.) • How often have we experienced comments such as; - ‘If only we had known that this was what they were planning’ - ‘What are they doing now?’ - ‘What were they thinking of?’ - ‘How are we going to do this on our budget?’ - ‘Why didn’t someone just ask me?’ www.rdaconsultancy.com

11. Of course we will not all have every skill at first, but with some effort and advice, we can develop our skills to improve our contribution to the organisation • We can use specialists or attend specific training course/seminars to improve our skills • Organisations such as the Engineering Employers Federation, Institute of Directors, Manufacturing Advisory Service, Dorset Business offer good quality advice and seminars • Utilise the services of an external specialist or consultant; this can provide a cost effective solution • The CQI appear to be expanding on related subjects and disciplines also…… www.rdaconsultancy.com

12. The CQI's STRATEGIC OBJECTIVES • 2. To Develop our Profession • Our aspiration by 2015 is have clearly defined the future scope and role of the quality profession as a basis for qualifications, membership and ongoing professional development, to grow take up of CQI membership and IRCA certification by (abbreviated): • Growing and broadening CQI membership to more accurately reflect UK industry sectors • Growing the engagement of employers with the institute and recognition of CQP • Growing take up of professional development and the exchange of best practice within the institute www.rdaconsultancy.com

13. CQI TRAINING; STRATEGIC QUALITY WORKSHOP • What is and what isn't System Thinking, the importance of system boundaries and controls • Why the management system profession needs to drive its development and use • What is strategic quality and what is the role of the Quality Manager within this • Engaging with other senior managers by using business language and adopting good business practice • Quality culture and positioning quality strategies • Delivering both outputs and outcomes, customers experience and buy outcomes • Learn how UKAS, Certification Bodies and organizations are embracing System Thinking and the audit of people's behaviour, turning auditing into a high-value strategic risk management activity. (Abbreviated content) www.rdaconsultancy.com

14. In summary, perhaps a better job title could be, Business Improvement Manager • The CQI magazine recently included an article with subject matter related to this presentation; the job title was ‘Head of Brand Protection’ Ref: CQI Magazine; February 2011 www.rdaconsultancy.com

15. What would the profile of a Business Improvement Manager be? Someone possessing the follow skill set perhaps; • Possessing a wide range of business and product/process related knowledge • Be tenacious in a businesslike way (use data, financials) • Possess good general management skills • Have good communication skills • Be confident and reassuring when the pressure is on • Have good project management skills • A successful manager of change • Ability to delegate • Knowledge of core quality skills; Problem Solving, Statistical Techniques, Process Capability, Six Sigma, FMEA, MSA, APQP etc. www.rdaconsultancy.com

16. Example (major electronics assembly facility); • Objective to reduce direct inspection costs and reduce rework/scrap (60 staff); • Significant Investment in automated equipment with ATE equipment that matched production rates and was ‘upgradeable’ for future technologies. • Transition to a cell manufacturing system, with inspectors based with each team (reduced inspection, increased focus on quality improvement) • Employment of 2 Quality Engineers to facilitate planning, failure analysis and implementation of corrective action (links to business/ financial planning, company product/ technology development plans, R&D department, Sales planning, HR) www.rdaconsultancy.com

17. Related issue; • Purchase of a new CMM, with specific requirements. • A major measuring equipment supplier was not selected; they sent a letter to the MD of the company stating that the declared objectives were not possible and questioned the competence of the Quality Manager in making the selection decision. • The project was proved with the preferred supplier. • Compensation for slander was subsequently received from the ‘complaining’ company. • As the Quality Manager was a recognised and valued member of the senior management team the MD had no hesitation at all in supporting them. www.rdaconsultancy.com

18. Sir Richard Branson • Billionaire several times over • On the success of their magazine ‘Student’ the headmaster of Stowe, where Richard and his friend Jonny were students, wrote: "Congratulations, Branson. I predict that you will either go to prison or become a millionaire.“ • Virgin; because they were business virgins • Branson runs his companies with the idea, he says, of "look for the best and you'll get the best." He is a big proponent of providing encouragement to people in the form of "lavish praise", for motivation. He doesn't run things either by micromanaging or by criticism. "If a flower is watered, it flourishes. If not, it shrivels up and dies. It's much more fun looking for the best in people. People don't need to be told where they've slipped up. They'll sort it out themselves” (Biography extract) www.rdaconsultancy.com

19. Perhaps the historical Quality Manager role will become redundant in the future in more ways than one? www.rdaconsultancy.com

20. Any Questions? www.rdaconsultancy.com

21. Break www.rdaconsultancy.com

22. Investors in People (IIP) • Getting the people issues and company culture right is essential for the motivation, empowerment and involvement of employees. • IIP includes; • Planning • Communication • Competency of staff • Continual development of staff processes --- Example where things are not ‘right’--- (discussions on laptop wireless backup failure) www.rdaconsultancy.com

23. Planning • The business objectives contained in a business/operational plan should also consider the requirements for employees in relation to skills, knowledge, education and training. • This requires a review of current resources/skills etc. against planned changes due to business growth, change in market/technologies etc. • A organisation Employee Training Plan needs to include requirements identified during business planning. www.rdaconsultancy.com

24. Communication; • the imparting and/or exchanging of information by speaking, writing, or using some other medium • How do we achieve this? • Briefings, management meetings, notice boards, intranet, video screens, organisation newsletter, sales meetings, team meetings, cell meetings, health and safety meetings etc. • Good communication helps to; • Provide clear information and knowledge to employees • Ensure employees are aware of the organisation objectives • Enables communication back to management • Provides confidence for employees • Prevent rumours www.rdaconsultancy.com

25. Enablers (or barriers) to effective communication; Education Knowledge Language Listening skills Acronyms Legibility Assumptions Attitude Seniority www.rdaconsultancy.com

26. How effective is communication? Bad communication between father and son.flv www.rdaconsultancy.com

27. Competency of staff • How do we judge this; • Appraisals/multi-skilling, external and internal training, experience, education; appraisals may identify skills shortages/training needs and should support the company culture and development • Quality/process performance results • Employee satisfaction surveys www.rdaconsultancy.com

28. Continual development of staff processes • This may include such aspects as improving employee induction (good inductions may take weeks to complete, but will provide the best results in terms of employee awareness and contribution) and probation methods for example (i.e. by providing effective feedback during the probation period, leading to a clear final decision that is not open to argument) www.rdaconsultancy.com

29. Everything in IIP positively supports continuous improvement and Management Systems. • Every Business Improvement Manager should work closely with HR • As a rule of thumb, if the staff are well motivated, empowered and involved, they will assist the organisation to improve. • IIP principles can usefully be included in all Management Systems. www.rdaconsultancy.com

30. SOUTH WALES FORGEMASTERS A CASE STUDY www.rdaconsultancy.com

31. ROGER GREEN CONTINUOUS IMPROVEMENT MANAGER www.rdaconsultancy.com

32. HISTORY • 1938 - COMMENCEMENT - SHADOW FACTORY • 1975 - JOBBING FORGE • 1986 - CLOSURE • 1994 - THE ROAD TO DAMASCUS • 2003 - MAINSTREAM AUTOMOTIVE www.rdaconsultancy.com

33. ? ISO/TS 16949 ISO9001 STANDARD QS 9000 ISO9002 FORD QI BSS750 TIME 1986 2003 QUALITY STANDARDS AND SYSTEM HOW WE HAVE PROGRESSED www.rdaconsultancy.com QUALITY STANDARDS - THERE’S A BOOK TO FOLLOW

34. KAIZAN KANBAN BENCHMARKING VALUE STREAM MAPPING SMED SIX SIGMA 5C’S LEAN METHODOLOGIES LEAN METHODOLOGIES - THERE’S A CONSULTANT TO TEACH www.rdaconsultancy.com

35. CONTINUOUS IMPROVEMENTS PARADISE www.rdaconsultancy.com

36. INDUSTRY IMAGE WE STILL ACHIEVED TS 16949 BASH METAL DIRTY BASIC/RAW NOT SEXY CRUDE www.rdaconsultancy.com

37. PEOPLE PROFILE www.rdaconsultancy.com

38. DIRECTION TRAINING INVOLVEMENT MOTIVATION TRUST FLEXIBILTY EMPOWERMENT CULTURAL CHANGE www.rdaconsultancy.com

39. BENEFITS • BUSINESS SYSTEM • COMPANY WIDE FOCUS • KUDOS • ENTRY INTO THE MARKET PLACE www.rdaconsultancy.com

40. www.rdaconsultancy.com

41. Any Final Questions? www.rdaconsultancy.com

42. Thank you for you attention and participation www.rdaconsultancy.com