Quality Progress - March 2018 - 29

STEP

1:

Begin with your
own department.

+ Adopt and learn the philosophy of CPI
behaviors.
+ Train your staff in the elements of CPI.
+ Determine which tools will work best, based
on employee skill levels.
+ Use specific, measurable, achievable, relevant and timely (SMART) metrics to define
and prioritize areas to improve.
+ Establish "monetized" metrics for each of
the CPI tenets for each department that you
manage. In other words, establish costs that
can be associated with specific metrics.
+ Set a baseline measure of performance.
+ Set accountability for your department
heads, leads and employees.
+ Measure and document change over time.
Always use safety, quality, delivery and cost
(SQDC) as the basis to set priorities. When
safety and quality are set in that order, delivery
and cost will follow accordingly. We have all
seen what happens when delivery or cost is put
in front of safety or quality.

STEP Evangelize your department's results of
positive change.

2:

+ Demonstrate success and improvement
opportunities to other department heads.
+ Stress CPI as the philosophy and SQDC as
the prioritization mechanism.
+ Train other department heads in CPI.
+ Give department heads the guidelines from
step one.
+ As training is accepted, assist with metric
development.
+ Identify low-hanging fruit to change.

+ Provide training in tool use.
+ Track changes over time and evangelize
improvement.
+ Win over new devotees.
+ Report results to management.
+ Continue to promote SQDC as the basis to
set priorities.

STEP

3:

Gain management
engagement.

+ Using results from steps two and three,
solicit management to expand CPI in select
departments.
+ Pick low-hanging fruit areas (engineering,
finance, HR and process-related activities),
following steps one and two.
+ If not already doing so, implement at least
quarterly management reviews of CPI
metrics.
+ Use a forum to market and demonstrate
results of CPI metrics.
+ Management should recognize results and
hold process owners accountable.
+ Use reviews as positive reinforcement for the
value proposition of change. (This is where
management may start to recognize quality
as a cultural imperative and a behavior).
+ Gain management support to incorporate
CPI in all remaining departments.
+ Use management reviews to recognize
success and understand cause of failures and
hold teams accountable to achieve sustainable results through CPI behaviors.
+ Get top management to tie next year's
objectives to CPI metrics.

qualityprogress.com ❘ March 2018

QP 29


http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - March 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
My Quality Story
In the Right Direction
A Different Kind of BBQ
Gaining Ground
Impeding Progress
Innovation Imperative
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - March 2018 - INTRO
Quality Progress - March 2018 - cover1
Quality Progress - March 2018 - cover2
Quality Progress - March 2018 - 1
Quality Progress - March 2018 - 2
Quality Progress - March 2018 - 3
Quality Progress - March 2018 - 4
Quality Progress - March 2018 - 5
Quality Progress - March 2018 - Seen and Heard
Quality Progress - March 2018 - 7
Quality Progress - March 2018 - Expert Answers
Quality Progress - March 2018 - 9
Quality Progress - March 2018 - Progress Report
Quality Progress - March 2018 - 11
Quality Progress - March 2018 - 12
Quality Progress - March 2018 - Mr. Pareto Head
Quality Progress - March 2018 - Career Coach
Quality Progress - March 2018 - 15
Quality Progress - March 2018 - My Quality Story
Quality Progress - March 2018 - 17
Quality Progress - March 2018 - In the Right Direction
Quality Progress - March 2018 - 19
Quality Progress - March 2018 - 20
Quality Progress - March 2018 - 21
Quality Progress - March 2018 - 22
Quality Progress - March 2018 - 23
Quality Progress - March 2018 - A Different Kind of BBQ
Quality Progress - March 2018 - 25
Quality Progress - March 2018 - 26
Quality Progress - March 2018 - 27
Quality Progress - March 2018 - 28
Quality Progress - March 2018 - 29
Quality Progress - March 2018 - 30
Quality Progress - March 2018 - 31
Quality Progress - March 2018 - Gaining Ground
Quality Progress - March 2018 - 33
Quality Progress - March 2018 - 34
Quality Progress - March 2018 - 35
Quality Progress - March 2018 - 36
Quality Progress - March 2018 - Impeding Progress
Quality Progress - March 2018 - 38
Quality Progress - March 2018 - 39
Quality Progress - March 2018 - 40
Quality Progress - March 2018 - 41
Quality Progress - March 2018 - 42
Quality Progress - March 2018 - 43
Quality Progress - March 2018 - Innovation Imperative
Quality Progress - March 2018 - 45
Quality Progress - March 2018 - 46
Quality Progress - March 2018 - 47
Quality Progress - March 2018 - Statistics Spotlight
Quality Progress - March 2018 - 49
Quality Progress - March 2018 - 50
Quality Progress - March 2018 - 51
Quality Progress - March 2018 - 52
Quality Progress - March 2018 - 53
Quality Progress - March 2018 - Standard Issues
Quality Progress - March 2018 - 55
Quality Progress - March 2018 - 56
Quality Progress - March 2018 - 57
Quality Progress - March 2018 - Marketplace
Quality Progress - March 2018 - 59
Quality Progress - March 2018 - Footnotes
Quality Progress - March 2018 - 61
Quality Progress - March 2018 - 62
Quality Progress - March 2018 - 63
Quality Progress - March 2018 - Back to Basics
Quality Progress - March 2018 - cover3
Quality Progress - March 2018 - cover4
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