A Successful QRM Transition

This month our newsletter concludes our series on the 15 specific steps that will not only assist you in planning a QRM initiative at your organization, but will also provide a roadmap to successful implementation.

Team-Building and Training for the Implementation Team

This step is critical for the implementation team as most of its members may work together for many years. It is important to put forth the effort to make them a cohesive team.

Implement the Recommendations

This is the step where you will see action instead of theory, planning and training. It may involve moving or purchasing machines to create a manufacturing cell or creating a new office setting for a Q-ROC. The team will need to work through any problems that occur by using the foundation of its team dynamics training and problem solving skills. Methods should be put in place to allow the team to track lead time accurately, allowing the team to measure the progress toward its goal as well as have data for problem-solving and improvement.

Progress Review, Presentation, and Recognition

After some initial success has been achieved, it is time to formally review the team's progress. The team should meet to assess its goals and open action items. The team should also brainstorm over what it did well, key contributors to success, mistakes made, and what the team members would do differently. The results of this meeting should be documented and presented to upper management as well as managers, supervisors and employees from both the office and manufacturing floor. Public recognition such as a presentation of plaques or certificates or handshakes with senior management will extend goodwill and help stimulate employees to volunteer for the next team.

Repeat the Process with Additional QRM Projects

After concrete positive results have been achieved from the first QRM effort, management should leverage off the results when initiating future QRM projects. The lessons learned will provide insight and help the company be more effective in new projects. Although each project will be unique, the same set of steps should be followed including teambuilding, training and project reviews. The planning and implementation team members are the best advocates for change to the QRM way. Ask them to speak to employees throughout the company to stimulate even more project implementation, resulting in a company-wide QRM transition and mindset.

7th International Conference on QRM

Rick Jones, Genny LeBrun, and Stuart Schmidt will present an informative session on "Implementing Quick Response Office Cells (Q-ROCs) for Estimating, Quoting, Order Processing, and Other Office Operations" at the 7th International QRM Conference in Madison, Wisconsin, on June 18-20. Visit www.qrmcenter.org for more info.