Sellafield

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• 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?

• IBM
• Rank Zerox
• Jaguar
• Most Japanese majors
• BMW/Mercedes

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Which qualities did they demonstrate in 1986?

• 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?

• 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?

• 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

• 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
• 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
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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,
• HS
• Environmental awareness
• Medical science
• Facebook
• Reality TV shows!
• Summary-many improvements but.....

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Fukushima 2011
Chernobyl 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
TECHNOLOGY
SOCIETY
ENVIRONMENT
OWNERS
IMPROVE!!
GLOBISATION
EMPLOYEES
Ambition
Market / Arena
NEW ENTRANTS
VISION
COMPETITORS
MARKET TRENDS
REGULATORS
STRATEGIC THEMES
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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 isnt broke dont fix it.
• Or
• However good it is today if it isnt 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
?
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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
Employee Motivation Survey 360 feedback Focus
Groups
EDD Talent management PDJA BE training Mission,
vision, values BE-THINK-INNOVATE 360 degree
feedback
?
Controlling Working Capital Growth PBT Cost to
Serve
Strategy Map Balanced Scorecards Action
Plans Core competencies
Ext./Int. Customer Survey Sales Excellence
Survey Customer Compliant System Warranty rate
SRM Activity Based Costing SCM IT systems e.g.
SAP Controlling
Co2 reduction Waste /Safety ISO 14000
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Analysis of Organisation AA vs. Recession
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The BE Model and RADAR
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The RADAR Concept
Plan and develop Approaches
Assess and Refine Approaches and Deployment
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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....
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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

• 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
• A culture that gives a competitive advantage
• Excellent results (for all stakeholders)

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The EFQM Model an Alternative Picture
Vision, Mission, Values
Results
Strategy, Planning, Targets2a, 2b, 2c, 2d
Leadership1a, 1b, 1c, 1d, 1e
Key results 9a, 9b
Value added targets
People3a, 3b, 3c, 3d, 3e
Value stream, value creation
Customer results6a, 6b
Partners, Suppliers 4a
Value Adding Processes, 5b, 5c, 5d, 5e
People results 7a, 7b
Society results 8a, 8b
Resources,4b, 4c, 4d, 4e
Systems/Processes, Improvements 5a
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Change Management Model
Pressure for Change
A Clear Shared Vision
Capacity for Change
Actionable First Steps
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Thank you

• John Carson
• TQMI Ltd
• johnc_at_tqmi.co.uk