UPDATE INCOMPLETE STREET ADDRESSES

The incomplete address QCPC project by the Armed response team has come to an end. The team has collected a total of 10 757 incomplete addresses which they have corrected.This is a huge saving in the bigger picture in terms of Response times etc.
We would like to take this opportunity to thank all the Response officers who particpated in this project, Its good to see that the tools are being used  at all levels and that you undertand that your particpation makes a difference.
Well done guys and keep using those Ace tools in an effort to eliminate waste.

MONITORING CROSS FUNCTIONAL ACTIVITY

The Horison team has started a Cross Functional activity with various departments within the business in an effort to promote Team work and enhance service delivery ,  It is so much easier to  offer a good service if you know what is expected from you.
The cross functional activites gives the Monitoring team the opportunity to visit other departments and see what their service delivery entails.

The activities was started in the Data centre and will move across to IT and Armed Response as well.Operators visit these departments and see the Process flow through their eyes, asking questions and enquiring about what they can do to not interupt the Process flow and deliver a defect free end product.
Operators who have visited the Data centre said that they did not know off all the other functions that gets done in the Data centre and how it all comes together.

The activities will continue at the Training department,IT and False alarms, goving staff more opportunities to see how they can make a difference in delivering a perfect service and working together.

Ensure that you understand what the requirements are with regards to Escapes:

An escape is a quality non conformance that leaves your cell or site and reaches an internal or external customer.  While cell and sites should talk the initial responsibility to define escapes for their workgroup, escape definitions should be validated with the customer to align cell/ site priorities and requirements to customer requirements. 

 

 

MFA

Good MFA is vital to your ACE Journey.  Incorporate an MFA customer list review into your annual process management impact maturity process to assure that customers for all your products and services are identified.  Refresh the list immediately prior to your MFA cycle to be certain organizational changes are properly reflected.

 

 

KAIZEN EVENT MONITORING AND RESPONSE

The Monitoring and Response have identified an opportunity for a Kaizen Event.  Stand off (Arrival times) are not logged correctly and this creates a Turnback that affects both Value streams, Monitoring and Response as the RO is responsible for advising that he is Onsite and the Dispatcher is responsible for logging this information.
Not logging or supplying this information results in turnbacks or in some cases even escapes, long response times, client complaints etc.
The first item the team will focus on is mapping the process, inorder to identify where the Kaizens are.

ROs and Dispatchers please remember to log those Arrival/ Stand off times. It creates a smoother work flow in the bigger picture

ITO 10 COMMANDMENTS PLUS 1

1. The group leader must always be cultivating the strong conviction and practise of "quality first"
2. The dedicated manufacturer shall possess and maintain specialized technical capabilities which are valuable to society
3. The group shall have good morale which is a fusion of an outstanding team
4. The company shall have an internal doctors clinic (QCPC) at which patients (turnbacks) are examined
5. There shall be a fully implemented information gathering system under the direct control of the group leader
6. Abide by the 9 principles of action  - see below
7. Finance shall engage in practical action which fortifies and encourages quality improvement
8. Technical development and Design shall work untiringly to realize products which will be welcomed by society
9. Everything begins with  Manufacturing , treating the shop floor as sacred in name and fact
10. Purchasing shall actively foster the growth of suppliers which offer the best overall cost including  good quality
11. Supporting departments shall enthusiastically absorb technical knowledge and shall exhibit high morale

THE 9 PRINCIPLES OF ACTION - Putting action into practise

1. All action must be taken with revolutionary speed which breaks the barriers of common sense
2. Improvement must not be abstract, concrete and clear  goals must be set
3. Achievement of objectives must be done in an extraordinarily short period of time
4. Our job is production of superior products
5. Candidates to become model "champions" shall be determined and focused upon
6. There shall be absolutely no abstract theory or opinions, rather "genba( practise of working with actual parts) shall be thoroughly implemented
7. The management function which drives improvement  shall not engage in abstract theoretic type activity
8. When a problem is discovered, one has attained the opportunity for success.Do not reprimand sub ordinates or those responsible
9. Action which improves quality must give mental fulfilment and reduce the burden of labour.Do not use difficult theory and complicated tools. Simple is best

RESPONSE TIMES POLOKWANE

The Polokwane AR team initiated a RRCA to determine  the reason for the average response times greater than 8 minutes in the designated location. The targeted response times for this area is 6 minutes and anything greater than this is deemed a turnback or break in the process flow. The Fishbone showed contributing factors such as :

• Shift change
• Communication break down
• Ros talkong on radios
• Late dispatching

The Action plan was created and action items include :

• RSL to assist with outstanding alarms
• Peak time refresher breaks to be stopped
• Eliminate chit chat over the radio

Once the plan has been put into action a difference regarding RTs will be noted in order to determine whether the action plans are effective, nevertheless it portrays positivity that the Response team take the initiative in using the Ace program and tools.

MONITORING TEAM RRCA PRACTISES

The monitoring teams Horison and Cape Town regularly use the RRCA Tools to eliminate operational problems and anything that hinders their work flow.One such example is the RRCA conducted by Cape Town .The quality of the calls handled by Premier operators raised some concerns and the team recognized an opportunity for some RRCA.
 Randoms call from the team were placed to the Premier desk and this was used as QCPC in order to establish were the faults lie. Staff were rated on the calls and judged on criteria such as , Sounds helpful,sounds professional,followed script when answering,ability to assist,sounded friendly.
These were just some of the criteria on the list and in the end the operator received a high or low score out of 16. The common factors were placed into a Pareto and the team identified Action items.
Call coaching and telephone etiquette awareness were among the items on the Action Plan. It is crucial that Operators are aware of the importance of the first contact with the client.
Once again an Ace tool was used in order to establish what the actual root cause is.

ACE/Safety

 

To develop ACE and EH&S culture, begin each meeting with both an ACE tip and Safety tip.  These two systems work hand in hand – you can only benefit from both when you use the tools and policies to guide you.

 

Achieving Competitive Excellence is about maturing processes so they are sustainable at the site level. You should always be focused on providing benefit to your customer and your people while developing repeatable skills.