The Future of Quality Management Systems - Using Technology to Your Advantage Bill.Horricks@HorricksManagementGroup.com www.linkedin.com/in/billhorricks www.cissoftware.com
The 3 Questions in Life A Big Picture (CEO) Perspective • What’s Happening? • What’s It Mean? WIIFM • What Do I/We Do Next? The questions are easy… The answers, not so much 2
Overview • The pace of technology change – A historical perspective • The Future of Jobs – What’s happening now ( WIIFM) – What’s it mean • Quality Management Systems – What we need to do next 3
The pace of technology change An engineering example - circa 1614 Logarithms are extremely useful when it comes to the multiplication or division of numbers as they allow you to replace the multiplication of two values, x and y , by the sum of their respective logarithms, log( xy) = log( x )+log( y ) 4
The pace of technology change An engineering example - circa 1614 x = 2 and y = 3 log( xy ) = Log(2) + log (3); 0.3010 +0.4771 = 0.7781 Look up 0.7781 in you log table and find the log(6) = 0.7782 So…. 2 x 3 = 6 (approximately) Time consuming; bulky; prone to error; required expertise in using log tables; adding and subtracting is easier that multiplying and dividing. 5
The pace of technology change An engineering example – circa 1624 to 1972 10 years later… until about 45 years ago Portable; permitted advanced calculations; faster results; relatively inexpensive; no “log table” skill required; this “technology” put a man on the moon 6
The pace of technology change An engineering example Big step forward in accuracy and speed; permitted advanced calculations; faster results; Shift in work from number crunching to problem solving; High initial cost ($395 in 1972 = $2,352 in 2017) but dropped rapidly; more done with less; changed the way work is done. 7
The pace of technology change • What was happening? – Technology was being disruptive • What did it mean? – Old skills no longer needed/valued – Nature of work was changing – New skills are needed. Problem solving – More done with less • What did they do next? – Adopted the new technology to stay competitive 8
The Future of Jobs 9
The Future of Jobs What’s happening today? The meaning of work is changing Jobs are disappearing faster than they are being created Companies are struggling to attract people with the right skills What’s it mean? People worry that technology will threaten their livelihood The disruption of our work world is as dramatic as industrialization & urbanization These are forces we cannot alter. What do we do next? So… how do we stay ahead of the competition? 10
The Future of Jobs – What’s Happening 3 Fault Lines 1. Technology: Automation, AI, Big Data, IoT, mobile (WEF says possible net loss >5million jobs by 2020). 2. Talent: massive skills gap; education systems fallen behind. 3. Millennials: digitally savvy, different values, want purpose, flexibility, work-life balance, gig economy. 11
Source: Future of Jobs Report, World Economic Forum 12
The Future of Jobs – What’s it mean? Top 10 skills are changing Source: Future of Jobs Report, World Economic Forum 13
The Future of Jobs – What’s it mean? Automation can enable businesses to improve performance: • Reducing errors • Improving quality, safety, speed and convenience • Achieve outcomes that go beyond human capabilities Source: A Future That Works, McKinsey Global Institute 14
The Future of Jobs – What’s it mean? Source: US Bureau of Labor Statistics, McKinsey Global Institute analysis 15
The Future of Jobs – How quickly? QMS: 1. We have the technology 2. It is low cost 3. Labour costs rising 4. Benefits can be easily quantified 5. Facilitates regulatory compliance Source: A Future That Works, McKinsey Global Institute 16
The Future of Jobs – What do we do? • Embrace the new technologies to stay competitive • Look for opportunities at the sector and company level (companies that are digital leaders in their sectors have faster revenue growth and higher productivity than their less-digitized peers) • By adaptable in terms of skills, activities, companies, and even the sectors they work in (the US has captured only 18% of its potential – EU only 12%) Source: A Future That Works, McKinsey Global Institute 17
The Future of Jobs – What’s it mean? Source: US Bureau of Labor Statistics, McKinsey Global Institute analysis 18
The Future of Jobs – What do we do next? Develop new skills For the New Roles • Managing and developing people. • Applying expertise to decision making, planning, and creative tasks. • Interfacing with stakeholders. 19
The Future of Jobs – What do we do next? Take a look at your activities from a “value -added-to-the- company” viewpoint Move to quadrant II – use technology to minimize I and III Source: Stephen Covey, 7 Habits of Highly Effective People 20
The Future of Jobs – What do we do next? 21
The Future of Jobs – What do we do next? Urgent Not Urgent II I Long-term corrective action Short term corrective action Preventative Action Expediting SCAR Important Risk Analysis Management reports Continual improvement NCR Training CAR Calibration Customer feedback Maintenance Accident/incident reporting Document revisions Inspections (WIP; Final) Vendor Management RMA Revising Procedures III IV Not Important Clerical non-value added (report instant messaging generation, manual data entry) e-mail addiction update meetings Meandering meetings scheduling training interruptions manually updating calibration logs multi-tasking updating training records manually disorganized workspace searching documents personal communications/web surfing 22
The Future of Jobs – What do we do next? What is possible Electronic Document Meetings, Agendas and Action Human Resource and Training Management Items Nonconformity Internal Auditing Manager Action Items Report Inventory Management Near Miss / Safety Work Order (Job, Kitting and Pick Tickets) Customer Feedback Vendor Management Sales and Marketing Master Calendar of Events and Corrective Action Risk Analysis and Evaluation Actions Due Calibration, Maintenance and Customer Special Requirements Repair Receiving, In-Process and Final Customer Supplied Product Inspection Management Reports and Graphs Individual User's Home Page 23
The Future of Jobs – What do we do next? What is possible (with the right Integrated Management Software…) Electronic Document Meetings, Agendas and Action Human Resource and Training Management Items Nonconformity Process Auditing Manager Action Items Report Inventory Management Near Miss / Safety Work Order (Job, Kitting and Pick Tickets) Customer Feedback Vendor Management Sales and Marketing Master Calendar of Events and Corrective Action Risk Analysis and Evaluation Actions Due Calibration, Maintenance and Database Management and Customer Special Requirements Repair Creation Tools Receiving, In-Process and Final Customer Supplied Product Accident/Incident OSHA Inspection Management Reporting Reports and Graphs Individual User's Home Page Food Safety HACCP 24
The Future of Jobs – The Opportunity Source: Quality Starts with Me: The Journey from ISO 9001:2015 Conformance to Performance, LNS Research 25
The Future of Jobs – The Opportunity Why should you react differently to ISO 9001:2015? 1. ISO 9001:2015’s fresh approach to the relationship between top management and quality presents a prime opportunity to reposition quality management with top management as a value center versus a cost center. 2. Industry data that shows the clear correlation between mature quality management and performance. Quality leaders need no longer rely on axioms to discuss the value of mature quality management 3. The market will become more competitive in the wake of ISO 9001:2015, as others seize this opportunity to improve. Source: Quality Starts with Me: The Journey from ISO 9001:2015 Conformance to Performance, LNS Research 26
Quality Management Systems • What they provide – ISO 9001:2015 perspective – IATF 16949-2016 perspective • Concerns: – The “Cloud” & On -line Document storage – Cost (initial, implementation, recurring) 27
What QMS Provides – The opportunity Minimally QMS Best Practices Required for ISO 9001:2015 Compliance Compliant Benefits Closed-loop processes established to connect quality across design, P P manufacturing, and suppliers. P P Compliance processes are easily understood and documented. Cross-functional teams in place to manage quality across design, manufacturing, P P and suppliers. Formal audit management processes established to understand current P P compliance status and identify area for improvement. P P Process established to share compliance processes across functional areas. P P Quality is a top executive priority. O P Ability to identify, prioritize and quantify risk factors across operations O P Ability to track mitigation of risk factors across operations. Source: ODC Spotlight, LNS Research 28
Recommend
More recommend
