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A successful transformation strategy requires self-sufficiency and sustainability to be effective.

A key factor to this end is to create an internal center of excellence

team to support the transformation.

Why Develop an Internal Team?

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Called the Father of Modern Day Quality Management

Responsible for naming the Pareto Principle

Author on the means to attain organizational breakthroughs in quality

Dr. Joseph M. Juran founded Juran Institute, Inc.

Passed away at 103 years old in 2008

Who is Juran?

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Who is Juran Global? Founded by the late Dr. Joseph M. Juran

we have provided professional services since 1979.

Certified over 10,000 Quality Professionals, Lean and Six Sigma Belts in the Juran Principles.

Researched best practices and published the results in textbooks.

Worked with great organizations all over the globe.

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Today’s Agenda

1. Why create internal consultants or COE today?

2. What skills are required for the internal consulting staff?

3. What must be done to attain and sustain results?

4. How to educate, apprentice and certify your internal consultants?

5. How to decide how much self-sufficiency is right for your organization?

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COE:Certified Quality

Engineers

Why? A Little History. . . 1970’s

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RobustQuality Product

More Customer

Needs

Improved ProcessQuality

COE:Quality

Improvement Facilitators

Why? A Little History. . . 1980’s

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Information Quality

More Customer

Needs

Improved ProcessQuality

RobustProductQuality

COE:Certified

Quality ManagersSix Sigma BeltsLean Experts

PMI, BPM

Why? A Little History. . . 2000’s

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Who is the Customer Today?

Board Members? Financial Executives?

Auditors?Strategists?

Legal Counsel?Environmentalists?

And yes, the external payer…

The Customer

COE:Today your business

needs a well balanced staff

capable of integrating

multiple methods for the right purpose,

at the right time.

Why? A Little History. . . Today

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Need for New Internal COE

Stakeholders Customers

Organization Wide Quality

Why? A Little History. . . Today

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An Integrated Function

Quality

Audit

Excellence

Finance

The Future???

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COE Purpose

A function that can move the culture (drive the organizational beliefs and habits, set forth in

policies and processes) to enable your organization to develop and

deliver products and services that “no doubt” will meet

customer and stakeholder needs – over time.

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Comparative Diagnosis

Execute Solutions

Behavioral Development

Sustain & Renew

Capabilities Must Change Over Time

Time Decide Prepare Launch Expand Sustain

Transformation Stages

Transformation vs. Capabilities

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Establish the Team

1. Greater understanding of Stakeholder Needs to meet the Enterprise Mission.

2. Continual process optimization through multi-functional improvements with the right methods.

3. Enterprise-wide integrated management systems to maintain daily compliance and control of mission critical processes.

4. Creating an “Integrated COE function” to manage the Enterprise Transformation System.

5. Multi-lingual staff – they know Voice of the Business Stakeholders and methods to enable the Enterprise to meet their needs.

6. Multi-tasking consultants trained in business improvement methods of planning, control, and improvement.

7. Annual deployment review to renew improvement programs to avoid quality failures and maintain effective internal controls.

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Establish the Team

1. Based on support established requirements what do we need to do?

2. Assess and hire the right people with current Knowledge, Skills and Abilities (KSA’s) to meet mission:– a. How do they match to your

requirements?– b. Can we close them internally?– c. Do we need external help?

3. Establish a 1-2-3 Certification Plan.

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Just Do Its Small Gains Large GainsCreate New

Services/Processes

Assess, Analyze, Change,Spread

Root CauseAnalysis

(RCA)

Lean &Six Sigma

DMAICQuality by

Design

ClearSolution

Unclear Solution

RadicalModerate

Large Gains Need Support

Rapid ImprovementsQuick Moderate Results

Select the Methods

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Planning For Self-Sufficiency

1. Align to the company Transformation and Deployment Plana. Is there a business plan that sets direction?b. Are you aligned to that plan?c. Does your structure enable you to adequately

support the organization?

2. Determine what is necessary to support this plana. Develop a functional charter – what you need to

dob. Who will do it and what skills do they need?c. What will they do?

i. Train?ii. Mentor projects?iii. Conduct projects?

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Assess Internal Team Progress

1. Based on established KSA Gaps, how are we doing?a. Review bi-annuallyb. Tie to compensation plan

2. Consider Internal Customer Satisfaction as wella. Regularly, after each internal consulting event

request feedback from the business

3. Match the Internal Development Plan to the Deployment Plana. Establish the golden thread between the KSA’s

they are developing and the business results

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Annual Deployment Review

1. What gets measured gets done!2. Structure review of organization progress against

benchmark industry metrics (Baldrige)3. Conduct annual review based on the size and scope

of the change needed4. Can be a unit by unit view or rolled up to a company

view5. Some metrics:

a. Performance (Critical success factors and ROI)b. Knowledge transferc. Internal Team performanced. Strengths and Weaknessese. Recommendations

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Assess Results Metrics

People: Improved Skills & Behavior

Culture: Increased Customer Delight

Process: Improved Effectiveness & Efficiency

Financial: Increased Sales & Reduce Cost

Quality: Increased Product Salability

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Self-sufficiency: What is right for your organization

Why: To drive change

Skills: Increase as organization maturity changes

Attain Results: Use the right method at the right time

Educate: Bi-lingual, Continuous learning

Review

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Connect With Us

@Juran_Institute

www.youtube.com/user/JuranInstitute

www.facebook.com/JuranInstitute

www.linkedin.com/company/juran-institute

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