Driving a Quality-Lean Steering Committee

This session demonstrates how to develop, manage, and implement an effective quality Lean Management System (QLMS) steering committee. Attendees will observe the development of the key components of a steering committee. Several successful examples across various business types will be shared. Attendees will walk away with a model that they can apply to their own organizations.

• Charter Development: A review of the need for a team charter will be conducted. Participants will review the key charter components as definitions are provided for Scope, Mission, Vision, Objectives, Key Actions, Current Assessment and Key Challenges and Success Factors.
• The Selection of QLMS Steering Committee Members is key to an effective execution. Selection factors such as the below will be discussed:
  • Organization Size and Culture(s): Locations involved, globality, etc.
  • Breadth and Depth of Quality System Execution: Pilot, Organization-wide, other
  • Style of Steering Committee: Consensus-based, Autocratic, other
  • Types of Implementation Resources: Internal only, Consulting Supported or a blend
  • Personalities and educational levels of the potential committee members
  • Current levels of knowledge or “subject-matter-expertise” in quality and lean systems of those members
• In the development of an implementation roadmap, the Steering Committee will need to understand, align with, and actively support the Organization’s Strategic Plan. A brief Hoshin Kanri (goal deployment) overview will be provided as to how steering committee members can:
  • Review the organization’s strategies
  • Develop their aligning initiatives
  • Determine immediate tactics
  • Identify key performance metrics with respect to the lean and quality system’s effectiveness
  A working Hoshin Kanri model will be demonstrated for the conference participants. Several metrics with results will be shared based on several successful quality and lean steering committee implementations. (Medium sized businesses to Fortune 500s). The criticality of using SMART (Specific, Measurable, Attainable, Relevant and Time Bound) tactics is reviewed. The benefits of utilizing both leading and lagging indicator metrics will also be discussed.
  
  Leading indicators impact the performance of a lagging indicator. Examples of lagging indicators for quality and lean systems may be: Margin, On-Time Delivery, Cost of Poor Quality, Defective Parts Per Million, etc. Examples of leading indicators for quality and lean systems may be: Operational Equipment Effectiveness, Throughput or Linearity, Skill levels for Quality and Lean personnel across the organization, Time To Close Corrective Actions, etc.
  

• The skills level of the Steering Committee is also key to effective execution. Depending on the type of role that the steering committee is expected to play, skills review and attainment are often necessary. A review of the Bloom’s Taxonomy for skills assessment in the quality and lean sciences will be conducted. Live samples will be shared. Correlations between the skill levels of the Steering Committee participants compared to both business savings and quality system effectiveness will be shared.
• Lastly, an overview of the concept of sustainability for the Steering Committee is reviewed. Steering Committee membership is often dynamic and members change frequently. Summarized process steps will include: Charter review, participant selection, strategic plan alignment and key process indicator management.

• To help people understand how a quality and lean steering committee can be effectively utilized in any type of organization.
• Increased understanding Hoshin Kanri (goal deployment) and the necessary alignment of quality and lean systems to an organization’s strategic objectives.
• Increased understanding of how to leverage leading indicator metrics to manage quality and lean system outcomes.
• Empowers attendees with an ability to see how they can more proactively participate in their organization’s efforts to implement quality and lean management systems
  

• Quality, Lean and Engineering system practitioners
• Engineers, Analysts, Managers, Directors, Vice-Presidents