Quality Management – Right First Time
In the pursuit of operational excellence, a major client initiated a transformative Continuous Improvement initiative named “Right First Time” (RFT). Tasked with the implementation, the Continuous Improvement (CI) lead took charge of aligning organizational processes with the client’s vision.
Right First Time
“Quality management concept that defect prevention is more advantageous and cost effective than defect detection and associated rework.” Doing everything right the first time is a powerful execution strategy that inspires
- Excellence
- Improves efficiencies and
- Get’s massive and immediate result
Approach
Under the CI head’s leadership, a dedicated RFT team was formed, comprising process managers and team leaders. This team focused on performance monitoring and management, leveraging existing Quality Management systems and procedures to deliver results aligned with the RFT principles. The objective was to plan and implement processes that could be scaled across various workflows.
Core Principals:
The initiative identified core principals to achieve objectives of RFT.
Performance Management:
This Involved identifying and monitoring Key Performance Indicators (KPI’s) to measure quality and manage performance. These KPI’s were to be defined around clients Critical To Quality (CTQ) elements to track performance on client requirements of delivering Right First Time. Additionally, it involved identifying proactive, data-driven approach to identify and then troubleshoot problem areas, evaluate trends, and take actions as needed for each stage of the process.
Traditionally the quality was limited to measuring the output performance and with time and maturity the companies realized along with output quality, input and process quality is equally important. A poor-quality input has the potential to impact the in process quality such as increased timeline, increased reworks due to defects, too much manual tasks in correction etc. Additionally, the output quality may also get impacted if the process lacks capability to detect input defects. Following are some steps that were taken to align performance management to RFT objective
- Key Performance Indicator identified and monitored
- Quality Assurance certification
- Process validation
- Sampling based on well established standards
- Data mining
- Measurement capability check
Process Consistency/Standardization:
This involved the establishment of uniform and consistent processes, procedures, and specifications throughout the processes. The aim is to create a structured framework that minimizes variations, enhances control, and ensures that each step of the process adheres to predefined standards. Here are key aspects of standardization in the given context. Following steps were taken to align performance management to RFT objective:
- Having Better control and implementation of periodic changes in specifications
- Simplifying the process specifications to enhance clarity and reduce complexity in process specifications to minimize the risk of errors.
- Procedure for handling exceptions, a standardized approach for handling deviations or exceptions from standard processes.
- Identify and capitalize on opportunities to introduce automation where appropriate.
- Periodic review to ensure that standardized processes remain relevant and effective over time.
Continuous Improvement:
The cornerstone of the “Right First Time” (RFT) initiative lies in its commitment to continuous improvement, a philosophy deeply embedded in the organizational culture. Under the Continuous Improvement (CI) head, the company endeavoured to cultivate a dynamic environment that constantly evolves, adapts, and strives for excellence. This involved:
- Developing a culture of Continuous Improvement
- Creating awareness around the tools and methodologies for continuous improvement marked the foundation of this initiative.
- Extensive utilization of tools and methodologies designed to streamline processes, enhance efficiency, and identify areas for refinement.
- Encouraging employees to embrace a mindset of constant learning, innovation, and adaptation to evolving tools and methodologies.
- Employees at all levels are encouraged to share insights, observations, and suggestions for improvement.
Certification:
This involved certifying the internal workflows including hiring and training employees. The company was committed to learning and development of employees so that they gain the necessary skills to reach their full potential and meet the needs of the organization. The training procedure aims at providing a framework for the Learning Teams and an approach for addressing the business-critical learning requirements. All trainings are focused on current and future business needs. Following steps were taken:
- Induction program to help employees understand business, processes, and RFT initiative and their role in the success of this initiative.
- Technical training appropriate to the skills required for tasks/ responsibilities, prior to live work. These included
- Classroom training
- On the job training
- Assessment
- Re-certification
- Behavioural/ Soft skills Trainings to help the employees to evolve as better professionals, equipped to face challenges of work life.
- Efforts to reduce attrition, a strong frame work to control attrition which focuses on an effective system to retain employees or if attrition is not manageable it provides a structure for how to combat the effects of attrition.
- Employee engagement
- Performance based evaluation further development.
Audit
The ‘Audit’ principal serves as a critical component to ensure compliance, monitor adherence to established standards, and validate the effectiveness of implemented processes. The audit process is a systematic examination and assessment of the organization’s operations, aiming to provide assurance that the RFT objectives are being met consistently. This involved:
- Internal audits to ensure compliance with established standards and procedures.
- ISO Audits
- Audits by external agencies
- Maintaining and renewing certifications.
- Audit reporting and documentation of findings, including details of compliance, deviations, corrective actions taken, and recommendations for improvement.
Conclusion: The organization’s journey with the RFT initiative represents a holistic and integrated approach to quality management. By addressing performance, standardization, certification, continuous improvement, and audit, the organization has not only met the client’s expectations but had also positioned itself for sustained success in a dynamic and competitive business landscape. The RFT initiative serves as a testament to the organization’s commitment to delivering excellence right from the outset and continually evolving to meet the ever-changing demands of the industry.
At Immensa Consulting, we help organizations by developing skills and streamlining operations and processes. Our services focus on Performance Excellence through Operational and Process Excellence Consulting, Projects Consulting and Continuous Improvement Training/Workshops.
To learn more about our services at Immensa Consulting, and how we can assist your organization in achieving Performance Excellence, please don’t hesitate to contact us at info@immensaconsulting.com or visit our website https://immensaconsulting.com/