Quality Management (step 2)

    Yesterday we chatted about defining the business problem – the starting point to the tools and processes that make up ShoreTel’s Quality Management program.

    So lets start the project.

    Step 2: Project Initiation.

    Begin the project with a SIPOC: Supplier, Inputs, Process, Outputs, Customers. This special process mapping tool is used to define the high level process that includes key customer(s) as to ensure inclusion during the project. (Example attached).

    1. Determine mapping tool: If this is a cycle time (the period required to complete one cycle of an operation; or to complete a function, job, or task from start to finish) project use the Histogram (a graphical representation showing a visual impression of the distribution of data) to view today’s outcomes. Ensure you collected your data in time series order (day/time of arrival). Example attached
    2. Define Measurement System: Set up data to track moving forward (add any missing, need to know information now).
    3. Organize the data: Track daily, weekly, monthly etc.
    4. Team Selection: Review your SIPOC. Identify and include members from all areas of impact. Ensure you have a Champion (an individual who has the authority to use resources within or outside a business unit to work on the designated project) and a Sponsor (the key link between the project management team and the organization's executive management).
    5. Gather Customer Feedback: Collected in your SIPOC. Gather the voice of the customers. Remember: You must gain top down support or the project is worthless.
    6. Communication: Return to SIPOC. Determine how you will communicate with all suppliers/customers: When, frequency, vehicle, etc. Create a communication plan.
    7. Create Operational Definitions: i.e. what formula is used to calculate a variable? What does an acronym actually mean? (you would be amazed how many things have the same acronym yet mean different things i.e. FCR)
    8. Obtain Finance Team Member: The financial costs to the business should elicit your executive sponsorship, so add one final member to the team, a finance person. They will validate your key metric and ensure it is measured.
    9. Re-scale/Focus the project: What is in scope? What is out of scope? You simply cannot attack everything. Sharpen/Clarify focus.
    10. Write a Charter: Define outcomes and define the key metric to prove the project has value


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