Sellafield
25 years of quality
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The Car 1986
The Car 2011
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The PC 1986
The PC Now
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The Phone 1986
The Phone Now
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Who were the quality companies in
1986?
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IBM
Rank Zerox
Jaguar
Most Japanese majors
BMW/Mercedes
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Which qualities did they demonstrate
in 1986?
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Value for money
Reliability?
Efficiency
Elegance
But that was not the norm - still heavy reliance on
inspection
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Who are the quality companies in
2011?
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Grundfos
Ricoh
Siemens Healthcare
Bosch
BMW
GE
Glaxo
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Which qualities do they demonstrate?
• Value for money
• Reliability
• Efficiency
• Elegance
Plus
• Environmentally friendly
• Socially responsible
• Engaged with staff, stakeholders and customers
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Which standards applied in1986?
• BS 5750
• BS 5882
• Generally set our own standards
All Primarily inspection focused
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Which standards apply in 2011?
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BS 9001
GSR3
WANO
INPO
Now comparison is against the best practice
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BNFL in 1986
• Very top down- little involvement of the workforce
• Inefficient (cost plus contracts, silo mentality)
• BUT world leader - others came to see SIXEP, Pond
5, Thorp
• Quality circles started
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Quality Tools used from 1986
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TPM
TQM
Systematic Approach - Coverdale
Six Sigma
Kaizen
Balanced Scorecard
PDCA
SPC
Brainstorming
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Sellafield Sites in 2011
Have had many quality improvement initiatives
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TQM
Self Assessment (Excellence Model)
Fast Forward
Standards and Expectations
Six Sigma
Currently• Excellence – ACE Man
• Project Peer Assist Events
• Standard Nuclear Performance Model -INPO
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Pillars of Excellence
EXCELLENCE IN
EVERYTHING WE DO
BEST VALUE
INDIVIDUAL EXCELLENCE
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NIL REWORK
ATTEND AND
MEET
EVENT FREE
COST
USE TRAINING
SCHEDULE
COMMITMENTS
QUALITY
CONTROL DOSE
ACCIDENT FREE
SAFETY
Quality Tools used elsewhere
• European Excellence/Baldridge model-holistic
approach to quality
• Process management
• Employee engagement
• Culture Change
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Main changes in 25 years
• Internet,
• Terrorism,
• Compliance and regulation,
• H&S
• Environmental awareness
•Medical science
•Facebook
•Reality TV shows!
•Summary-many improvements but.....
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ChernobylFukushima
1986
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Chernobyl 1986= Fukushima 2011– can never relax
Quality is not the norm and needs continuous
attention
Main threat - fluctuations in leadership and direction
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Some Drivers of Change?
Stakeholders
Global Environment
CUSTOMERS
GOVERNMENT
PARTNERS
SOCIETY
TECHNOLOGY
ENVIRONMENT
OWNERS
GLOBISATION
EMPLOYEES
IMPROVE!!
NEW ENTRANTS
VISION
COMPETITORS
MARKET TRENDS
REGULATORS
Market / Arena
STRATEGIC THEMES
Ambition
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What has changed?
Many of the pressures for change have been around for a
while...but:
• We are managing in times when change happens ever more
quickly
• The degree of uncertainly is increasing – who can really
predict the future (a Tsunami in Japan leads to 600 job
losses in Cumbria)
• The pressure for change can often be mobilised more
quickly – in 4 days the News of the World went from clear
market leader for over 40 years to closure
•
It is now said that 80% of the value of an organisation are the
“intangibles” (e.g. Culture, talent, governance and brand) as
these “equip” organisations for future success in this
environment.
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Which Mentality...?
• If it isn’t broke don’t fix it.
Or:
• However good it is today; if it isn’t perfect
for tomorrow we can still try to improve it.
PDCA/Radar Thinking is an
essential practice and a habit
Or put another way – it is no
longer enough to be a learning
organisation; the need is to look forward,
learn and act.
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The 8 Fundamental Concepts of
Excellence
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The Business Excellence Model
People
Results
People
Leadership
Strategy
Partnerships &
Resources

Processes,
Products
& Services
Customer
Results
Key
Results
Society
Results
Learning, Creativity and Innovation
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The Business Excellence Model
incorporates all company activities
EDD
Talent Man.
PDJA-Training
Strategic Competence Development
360° feedback
Exit interviews
Shop Floor
Excellence
Sales Excellence
Process maps
IMS
Six Sigma
ISO 9001, 14001 etc
EDD
Talent management
PDJA
BE training
Mission, vision, values
BE-THINK-INNOVATE
360 degree feedback
Strategy Map
Balanced
Scorecards
Action Plans
Core competencies
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Employee Motivation
Survey
360° feedback
Focus Groups

Controlling
Working
Capital
Growth
PBT
Cost to Serve
SRM
Activity Based
Costing
SCM
IT systems e.g. SAP
Controlling
Co2 reduction
Waste /Safety
ISO 14000
Ext./Int. Customer Survey
Sales Excellence Survey
Customer Compliant
System
Warranty rate
Analysis of Organisation AA vs.
Recession
Focus on
Improvement Skills
(3b)
Process
Improvements
(5b)
Engagement in
improvement
activities (3c/3d)
Visible Leadership
Rapid “Planning”
and communication
of goals (2c/2d)
Savings from
Suppliers (4a)
Focus on
cost/value (4b)
Reduction in waste
(4c)
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Profile of Leaders
Volume
Engagement in
Improvement
Waste reduction
(5d)
Profitability
Keeping
Customers
Reduced Waste
Customer
Relations
(5e)
Brand
Reputation
Potential to
Recover (9b)
The BE Model and RADAR
Enablers – Approaches, Deployed
L
E
A
D
E
R
S
H
I
P
Results
People
Results
People
P
P
Strategy
A
N
D
Partnerships
& Resources
S
Assess
And
Refine
Customer
Results
Society
Results
Innovation Creativity and Learning
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K
E
Y
R
E
S
U
L
T
S
The RADAR Concept
Determine
required
Results
Assess and Refine
Approaches and
Deployment
Plan and
develop
Approaches
Deploy
Approaches
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Radar/PDCA
An alternative view
of Radar
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Excellent Organisations
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Previous Finalists include a....
Customs and Tax Office
Dentist
School
Chamber of Commerce
Bank
Road Building Dept
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Department Of Psychiatry
Consultancy
Conference Centre
Hotel
Brewery
University
Excellent Organisations
• The annual EFQM Excellence Award identifies
“leaders in Excellence”
• These come from many countries, sectors and
backgrounds
• The size and type of organisations varies
considerably
• Any common features?
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Some Characteristics
1.
2.
3.
4.
5.
6.
7.
8.
Minimal fire-fighting / recurring problems
A common understanding and vision
Constant well managed change
Engaged people and stakeholders
An upward flow of ideas
Efficient and effective use of data
Innovation is normal
Pride and the desire that drives further
improvement
9. A culture that gives a competitive advantage
10. Excellent results (for all stakeholders)
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The EFQM Model – an Alternative Picture
Vision, Mission, Values
Strategy,
Planning, Targets
Leadership
1a, 1b, 1c, 1d, 1e
Results
Value added targets
Key results
9a, 9b
2a, 2b, 2c, 2d
People
3a, 3b, 3c, 3d, 3e
Customer results
Value stream, value creation
Partners,
Suppliers 4a
6a, 6b
Value Adding Processes,
People results
5b, 5c, 5d, 5e
7a, 7b
Society results
Systems/Processes,
Improvements 5a
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Resources,
4b, 4c, 4d, 4e
8a, 8b
Change Management Model
Pressure for
Change
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A Clear Shared
Vision
Capacity for
Change
Actionable First
Steps
Thank you
John Carson
TQMI Ltd
johnc@tqmi.co.uk
TQMI
TQMI2011
2010
2011