Feature Article
Closed Loop Corrective Action
It's not just for Supplier Quality Management!
Does your company employ a closed loop corrective action process to ensure continuous improvement of Supplier related goods and services? If yes, have you extended the capabilities of that program to other critical functions within your Company’s business activities? If you answered no to either of the above questions, consider the opportunity available by doing so.
A closed loop corrective action (CLCA) process is a program that tracks variations in expected quality levels of products and services. This process ensures that each variation, using a predetermined threshold level, is root caused to determine the reasons for the deviation. Once the cause is identified, a further analysis is conducted to identify specific process improvements required to remove future risk of recurrence. Typically the scope of the CLCA process is Supplier/Vendor related goods and services, however, consider the opportunity of extending the scope beyond Supplier related activities
Companies can benefit from extending the scope of the CLCA process to other critical process areas. Consider breaking down your business activities into the major processes; e.g. Design to Manufacture, Supply to Production, Order to Collect, etc. Using a SIPOC (Supplier – Input – Process – Output – Customer), or similar process analysis technique, identify those inputs having greatest impact on process output, quality, or timeliness (i.e. the potential CLCA additions). If these areas are many, consider using a stack ranking technique to find those of highest risk to overall company business performance. A plan would then be developed to identify how the CLCA process would be instituted, who is required to do what activities, when are those activities to be completed, and what tracking and reporting will need to be used.
A CLCA process can be a valued tool in your continuous improvement arsenal. The question is how best to deploy the concepts in order to gain maximum business leverage. If you see the value from deploying a CLCA process, and need assistance in creating a development and deployment strategy, consider getting assistance from the team at ASIL. The professionals at ASIL are Supply Chain experts well versed in driving continuous improvement efforts. We welcome the opportunity to help navigate your journey to successful outcomes. Call us today and let us help you achieve new areas of performance, insight and flexibility in this ever changing economic climate.
Contributed by Warren White
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Spotlight
Welcome to 2012!
Every new calendar year brings with it a feeling of new hope and increased opportunity. Typically we all return to work renewed, with more energy and commitment. We’ve recharged our batteries by spending time with our loved ones. The dropping of the crystal ball in Times Square reminds us that we get to start over. Last year is over and now its time to go go go! We see this same revitalization occurring here at ASIL.
Actions are closed quickly. “What’s next?” is cried out to keep the momentum ?owing. It’s a rebirth that occurs that sets the tone for the upcoming months.
We hope that you and your team are taking advantage of the opportunity that is presenting itself. Now is the time to drive innovation, while outlooks are positive and people are open to change. Use this time wisely and you can set the wheels of success in motion for the rest of the year!
We hope that The Partner View is of value to you. Each month we focus on industry insights, process improvement thoughts and commentary. These articles are intended to enable you make business improvements throughout the year and help your bottom line. We hope you continue to enjoy them.
As always, please feel free to contact us at info@asil-inc.com with any comments, questions or concerns with the Partner View. May you have fair winds and calm seas as you navigate toward future successes.
Contributed by:Michael Singleton
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Industry Trends
Destructive Executive Habits
In an article by Eric Jackson, he calls out seven specific habits of high-level executives that can be particularly harmful to a company's performance. Each of these destructive habits have signs that can help to identify them.
“They see themselves and their companies as dominating their environment.”
Dominating one’s environment would imply that the company is managing their competition and their business simultaneously. Unfortunately with this habit comes a disregard for the constantly changing business environment, which could send a company out of business if left unaddressed. Watch out for a lack of respect to the environment your executive works in.
“They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests.” Identification with the company is a valuable relationship, however this becomes an issue when the company is fulfilling the personal interests over the company’s best interest. Be weary of the character of the executive because their integrity will either shine through or not.
“They think they have all of the answers.”
While confidence is key as an executive, having all of the answers can be counterproductive. When one has all of the answers, they stop listening to the questions being asked and as a result then miss opportunities or areas to improve. Keep your eyes open for a leader whose followers aren’t behind them.
“They ruthlessly eliminate anyone who isn’t behind them.” Being an executive is largely rooted in coordinating and collaborating groups of people. If the leader imposes their opinion on others and dismisses dissenters, the company becomes full of "yes" people and no new ideas are fostered. Watch out for other executives leaving the company because their opinions go against the status quo.
“They are consummate spokespersons, obsessed with the company image.”
When an executive is more concerned with the public image of themselves and the company, the actual operation and management of the company falls by the wayside. Be careful of an executive who craves and seeks attention more than actually building and improving the company.
“They underestimate obstacles.”
Having vision is key, but too much enthusiasm and a lack of an objective look at reality can hinder a company’s potential. If the executive can’t acknowledge that there will be serious obstacles to overcome and instead uses “excessive hype” to move forward, it could land the company in some hot water.
“They stubbornly rely on what worked for them in the past.” Many executives got to where they are through a few significant triumphs. This can be very dangerous because an old solution to a problem might have no relevance to another problem. Executives that stick to their same old routines and refuse to change with the circumstances can cripple a company because of a lack of foresight.
If you are interested in identifying and altering destructive executive habits, contact the professionals at ASIL for a consultation.
Based on the article:The Seven Habits
of Spectacularly Unsuccessful Executives
Eric Jackson 1/02/2012
Contributed by Joe Pazmany
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Our Software Products
Click on the links below to view ASIL, Inc.'s MAX Partnering® self-paced software demonstrations:
Strategies and Execution - This demo depicts the tools that organizations can utilize to embrace change effectively and implement it successfully.
Self Assessment Sample Questionnaire - This demo will enable you to respond to a small sample of self assessment questions focused on change management and create a Heat Map of your responses to see areas that may need attention. The Driving Complex Change® methodology addresses the six areas of Direction, Ability, Incentive, Resources, Structure, and Action that can impact your effectiveness of change management.
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Editor: Michael B. Singleton (msingleton@asil-inc.colm)
