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. – S t P e t e r s b u r gTa m p a

AS Q C h a p t e r 1 2 , J a n u a r y

2 0 0 9

Using the Sterling/Baldrige Management System to Build an Integrated and

Sustainable Organization

Robert MadeirosSupplier Quality Engineering Manager, Honeywell, Inc.

Master Examiner, Florida Sterling Council, Inc.Clearwater, Florida

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How do the pieces fit?

Sterling ISO 9000 Six-Sigma Lean

Category 1 - Leadership

Category 7 Results

2 Strategic Planning

3 Cust & Market

Focus

4 Measure,

Analysis etc.

6 Process

Management

Lean

Six-Sigma

BusinessProcess

Management

Policy Deployment/ Hoshin Plan

5 Workforce

Focus . ISO 9001-2000

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Objectives

Provide a high-level description of how the Sterling/Baldrige Criteria for Organizational Performance Excellence link to… ..

ISO 9000Six Sigma Lean

1Leadership

2Strategic Planning

3Customer and Market Focus

6 Process

Management

5 Workforce

Focus

4Measurement, Analysis, and Knowledge Management

Organizational Profile :Environment , Relationships , and Challenges

7Results

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Sterling Criteria for Organizational

Excellence

The Inclusive Management System Not prescriptive

Tells you “WHAT” but not “HOW” 11 Values 7 Categories

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Sterling Criteria

C r it e r ia b u ilt a r o u n d C o r eVa lu e s

Visionary leadership Customer-driven excellence Organizational & personal learning Valuing workforce members & partners Agility Focus on the future Managing for innovation Management by fact Societal responsibility Focus on results and creating value Systems perspective

Focus on the Entire Organization

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Sterling Criteria

1Leadership

2Strategic Planning

3Customer and Market Focus

6 Process

Management

5 Workforce

Focus

4Measurement, Analysis , and Knowledge Management

Organizational Profile :Environment , Relationships , and Challenges

7Results

Focus on the Entire Organization

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ISO 9000 (9001-2000)

VER Y - P r e s c r ip t iv e S t a n d a r d s P r o d u c t M a n a g e m e n t

Scope Normative Reference Terms and Definitions Quality Management System Management Responsibility Resource Management Product Realization Measurement, Analysis and Improvement

Focus on the Product

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ISO 9000 (9001-2000)

P r o v id e a “ H O W” f o r s o m e S t e r lin g C r it e r ia

Strong link to Category 6 – Process Management Link to Category 1 – Leadership Link to Category 3 – Customer requirements for a product Link to Category 4 – Measurements Link to Category 5 – Workforce training and staffing

Focus is on managing work process to ensure quality of a product, not managing the entire business.Focus on the

Product

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Six Sigma

P r e s c r ip t iv e Im p r o v e m e n t P r o g r a m

Provides a focus on results by projects Identifies projects to improve performance Uses improvement tools and processes, usually

DMAIC Focus on improving quality and reducing costs

Focus on Projects

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Six Sigma

P r o v id e s a “ H O W” f o r s o m e S t e r lin g C r it e r ia

Links to all Categories via Improvement Cycle Link to Category 1 – Leadership Link to Category 2 – Means to deploy strategy, can use

DMAIC in Strategic Planning to identify priorities Link to Category 3 – Strong focus on customer requirements Strong link to Category 4 – Analysis, measurements, review

of performance Link to Category 6 – Improving process and, in some sense,

design of productsFocus on

Projects

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Lean

Process Improvement Methodology Removal of waste from processes, reduced cycle time &

cost reductions

Waste

Transport

Over-producing

Defects

Motion

Waiting(Queue time)

Over-Processing

Inventory

Focus on Projects

E ig h t S o u r c e s o f

Wa s t e

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Lean

P r o v id e s a “ H O W” f o r s o m e S t e r lin g C r it e r ia

Focus on removal of waste from processes, reduced cycle time & cost reductions

Workplace organization to minimize transporting of goods/people within the process

Standardization and stabilization of the process Quick changeover of lines/tools/products Total Productive Maintenance Mistake proofing processes One-piece work flow to eliminate inventories and match

production to customer demand Focus on Projects

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Lean

P r o v id e s a “ H O W” f o r s o m e S t e r lin g C r it e r ia

Links to all Categories with the improvement cycle

Some linkage to category 2 – can be used to identify organizational priorities via Value Stream Analysis

Linkage to Category 4 – Analysis, measurement

Linkage to Category 5 – employee involvement

Strong linkage to Category 6 – work systems, process design and improvement

Strong focus on results Focus on Projects

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How do the pieces fit?

Sterling provides the Criteria for organizing and running an excellent organization. It is an inclusive non-prescriptive management system. It provides the “WHAT”.

ISO 9001-2000, Six-Sigma, Lean and other “Programs” such as Hoshin Planning, Policy Deployment, Business Process Management and Kaizen, provide prescriptive means to achieve some of the specific parts of the Sterling Criteria. They provide the “HOW.”

All must be driven by senior leaders!

Category 1 - Leadership

Category 7 Results

2 Strategic Planning

3 Cust & Market

Focus

4 Measure,

Analysis etc.

6 Process

Management

Lean

Six-Sigma

BusinessProcess

Management

Policy Deployment/ Hoshin Plan

5 Human

Resource Foc. ISO 9001-2000

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’ Lin k a ll t h e h o w s t o t h e’ w h a t s a n d b u ild y o u r

!s u s t a in a b le o r g a n iz a t io n

Waste

Transport

Over-producing

Defects

Motion

Waiting(Queue time)

Over-Processing

Inventory

Define Project and Boundaries

Analyze the specific problem

for root causes

Measure and stratify the problem

into its specificcomponents

Control the work process to ensure

lasting results

Improve theprocess with lasting solutions

1Leadership

2Strategic Planning

3Customer and Market Focus

6 Process

Management

5 Workforce

Focus

4Measurement, Analysis , and Knowledge Management

Organizational Profile :Environment , Relationships , and Challenges

7Results

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How YO U Can Get Involved

Attend the 17th Annual Florida Sterling Conference in Orlando, Florida

Group rates are being offered to ASQ Members attending this presentation

Sign up to become a Sterling Examiner Attend Examiner Trainings Attend Regional Trainings

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Register now for the

17th Annual Sterling Conference

www.floridasterling.com

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Contact Information

John Pieno, ChairmanJpieno@floridasterling.com

(850) 922-5316www.floridasterling.com

This presentation is intended for the use in Florida Sterling Council Regional and Organizational Training sessions. Any other reproduction or use of materials must be with the written permission of the Sterling office. 12-16-08