Critical Steps for QRM Implementation
Get Top Management's Commitment
To successfully implement QRM, many operating norms of the company will need to change, including financial measures and other metrics such as efficiency, current reward systems, traditional reporting structures, and functional boundaries. These changes will not be possible without the backing of top management. To attain the steadfast commitment of senior managers they must be involved in education by attending seminars, workshops, or conferences, and reading about QRM. Top managers should speak with or visit executives at other companies that have implemented QRM.
Steering Committee and Champion
After receiving commitment from top management, a steering committee should be formed including at least one senior manager who is willing to champion this endeavor. The main function of the committee and the champion is to identify an initial area for a potential QRM project and to be available to clear any obstacles that occur.
Pick a Potential Product and Set Rough Goals
The steering committee should select a product family whose lead time is too long. When picking a product family, look for a lead time reduction big enough that it couldn't be done by modifying the current system. If the lead time reduction goal is achieved, it should "make a splash" in regard to its effect on the company's performance or sales. The project should also have a reasonable chance of success with a scope that is not too broad with ownership of all the processes required for the chosen product family. The intent is to start small and then build on the initial success with additional projects.