Qimpro Convention 2009

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2-day Agenda

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Introduction

For the past 20 years, Qimpro Convention has been a recognition platform for excellence in team performance. Our focus has been on middle managers working in cross-functional teams for process improvement, and innovative best practices.

Qimpro Convention 2009 is different. It is presented by the daily, DNA (Daily News & Analysis) and is jointly hosted by Qimpro Consultants and BestPrax Club. It is also different because we have expanded our eight-month competition for manufacturing and service, to now also include IT & ITeS, healthcare, and education sectors.

QualTech Prize 2009 will be awarded for process improvement while BestPrax Compass 2009 will be awarded for innovative best practices.

In addition to the large organization segment, a new feature this year is a conscious focus on SMEs. We aim to also recognize team excellence in this segment.

Process Improvement vs Innovative Practice

Requires:

Left Brain - Logical

Action:

You are constantly improving your processes by doing one or more of the following:

	SIMPLIFYING - Stop doing unnecessary things
	IMPROVING - Doing things better

Methodologies:

	Six Sigma
	Juran on Quality Improvement
	Kaizen
	Lean
	TQM
	SPC
	Quality Circles
	etc.

Tools:

	Process Mapping
	Cause-Effect Diagram
	Histograms
	Scatter Diagrams
	Box Plots
	etc.

Example:

	During a project to improve the patient satisfaction during the 'X-Ray' process, a leading healthcare hospital located in Mumbai, India, measured the turn around time for the process at more than two hours.
	The project team set a goal to drastically reduce the turn around time and the use of resources (wheel chairs, attendants, etc.), and improve the patient satisfaction (by minimizing movement from bed to x-ray room) for the process.
	During the problem solving stage, the project team hit upon an idea of using the portable x-ray machine - already available with them - but only used for visits outside the hospital.
	As part of the improved process, an attendant - operating the portable machine - would everyday receive a list of all the bed numbers, whose patients needed to be x-rayed. Thus the patients needs were met without them leaving their beds.
	The turn around time for the process came down drastically, and all the stake-holder objectives were met.

Requires:

Right Brain - Creative

Action:

You are innovating your business practices by doing one or more of the following:

	BENCHMARKING - Doing things that others, across industries, are doing
	INNOVATING - Doing things no one else is doing
	DOING THE IMPOSSIBLE - Doing things that cannot be done

Methodologies:

	Design for Six Sigma
	Juran on Quality Planning
	Cross-Industry Benchmarking
	Knowledge Management
	Six Thinking Hats
	TRIZ
	etc.

Tools:

	Brainwriting 6-3-5
	TILMAG
	Morphological Box
	Imaginary Brainstorming
	Problem Reformulation
	etc.

Example:

	Early in the 20th century, European generals were trying to find out the best way to move soldiers, horses, and equipment from one place to another.
	They recognized that a circus faces similar transportation problems on an ongoing basis.
	PT Barnum’s circus successfully transported personnel, equipment, and animals from one US town to another.
	These European generals studied what made Barnum’s circus transportation so smooth and efficient. They then adapted and applied these same “best practices” to improve their own armies’ transportation.

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