Sept. 2018 – Training

Carnival Legend 2

 

Training Program

Quexx International Ltd. September 13-24, 2018 Cruise-and-Learn™ Program is delivered during the “at sea” days of relaxing cruising on Carnival “Legend” from Vancouver to Hawaii.

 

 

 

LEAN Management Techniques: Management Toolbox
The roots of LEAN principles come from Toyota Production System (TPS). TPS was defined as the set of management techniques aimed at identifying and eliminating various types of Muda (waste). Both LEAN and TPS share, in principal, the same objective. Today’s “toolbox” of LEAN techniques has expanded to include other management techniques, which explore opportunities for improvement of individual processes and complete management systems at all levels of organization. However, the LEAN techniques promoted on North American markets today may not survive without necessary organizational and cultural changes.

LEAN Management Techniques: Workplace Organization (5S)
The term “5S” is derived from five Japanese words that refer to cleanliness, order, and discipline. These concepts are the foundation of industrial housekeeping and workplace organization.5S was one of the most impressive “secrets” of leading Japanese companies, organized so that abnormal situations were easily identified and effectively communicated. Equipment was clean and well maintained, goods were stored in handy, designated places, and any symptoms of potential or actual problems could be easily identified. Although 5S was widely accepted as a cornerstone of LEAN thinking and a clean, well-organized factory is definitely a sign of good management, it is not necessarily an indicator of LEAN manufacturing. Good housekeeping and workplace organization characterizes any well-managed business environment, and management may embrace 5S without any other aspects of LEAN thinking. Nevertheless, a clean and well-organized workplace offers safer, pleasant work environment that results in tangible financial rewards.

LEAN Management Techniques: Root Cause Analysis
According to Wikipedia “…in plain English a ‘root cause’ is a ‘cause’ (harmful factor) that is ‘root’ (deep, basic, fundamental, underlying or the like).” The precise identification of the real “root cause” is at the very foundation of any effective improvement initiative. “Root cause,” however, has become a household term often used for superficial symptoms, not true causes. An incorrect definition of the problems, lack of focus during their investigation, and hasty corrective actions are the worst enemies of an effective Corrective Action – Preventive Action (CAPA) system. A focused, organized approach to the analysis of experienced quality problems is essential to properly identify and define the problem. Subsequently, it will be followed by successful Corrections, and effective Corrective and Preventive Actions. Properly conducted Root Cause identification and analysis combines a disciplined approach with the logistical elements and professional experience and expertise. The complex background of problems experienced does not always guarantee the success of implemented corrective actions, while preventing the problem’s recurrence by one corrective action may be neither possible nor sensible from a business point of view.

LEAN Management Techniques: Effective Reporting (A3)
The “A3 Problem-solving Report,” also known as “A3,” is a well-proven communication tool most effectively used for presenting new ideas and attributes of their “pros” and “cons,” reporting complex investigations, summarizing a performed analysis, and discussing business trends and/or performance, new directions and strategies, etc. in a manner that is informative and invites all involved parties to collaborate on formulating desired final outcomes. It is designed to provide advanced information and recommendations/conclusions to all affected or involved parties. It is often followed by extensive research, investigation, and one-to-one lobbying between interested parties, giving the recipients an opportunity to familiarize, criticize and contribute in a meaningful and constructive way before the idea is presented for final approval and action.

LEAN Management: Supply Chain Integration
LEAN supply chain management seamlessly combines strategic business objectives and key operations with vital activities and corporate tactics across key business functions within a particular company with those attributable to its supply chain. Integration of these elements maximizes efficiency and minimizes all kinds of waste by streamlining processes, eliminating unnecessary costs and adding value. Efficient supply chain combines selected elements of logistics and management systems which belong to the suppliers into competitive business structure in which they work together towards shared business goals. Suppliers are comprehensively evaluated, carefully selected and integrated with their customer. At the “supplier engineering and development” stage business obstacles and integration process bottlenecks are identified and removed. The overall competitiveness of participating business partners is enhanced through incremental improvements of individual suppliers and the integration of supply chain as a whole. Rewards from increased efficiency are distributed between contributing parties and re-invested to serve improvements of the supply chain adding more value and increasing further customer satisfaction.

Risk Management
All organizations depend on the internal and external factors that make it uncertain whether and to what degree they will accomplish their objectives. All business activities involve some kind and some degree of risk. Risk is defined as “effect of uncertainty on objectives” where “effect = deviation from the expected”, and “uncertainty = the state of deficiency of information”. Organizations manage risk by anticipating and addressing identified risks. The generic requirements related to the risk management were defined in ISO 31000: 2009 “Risk management – principles and guidelines”. The word “risk” is repeated in 43 places throughout the ISO9001: 2015 where it became one of the key requirements. The auditors are expected to interpret the risk management-related requirements, while the consultants tend to exaggerate their complexity, and recommend off-shelf sub-optimal solutions. Larger organizations are usually better equipped and structured to deal with risk. Smaller organizations, although more exposed to the negative aspects of risks usually are more flexible and often can address risk-related concerns more effectively.

ISO 9001-compliant Quality Management Systems – Transition to ISO 9001: 2015
The ISO 9001 International Standard for Quality Management Systems defines fundamental requirements for properly developed, documented, implemented, and maintained Quality Management System. The adage “failure to plan is planning to fail” fits perfectly with any organization’s response to compliance with modified and new requirements of the ISO 9001 Standard, due to be released in the second half of 2015. The heavily modified requirements of the new standard will govern regulatory compliance of Quality Management Systems for the next decade. The revised edition of ISO 9001introduces numerous changes, leading quality management towards more active involvement in company business, becoming an organizational asset. Changes that will be introduced by ISO 9001:2015 should be seen as an opportunity to improve areas that have not performed well in the past. The ISO 9001will remain relevant to organizations of all sizes and types within any sector increasingly focused on effective and efficient processes able to deliver business-driven outcomes. An awareness of the upcoming changes in ISO 9001:2015 will enable business leaders to use the new standard as a strategic tool to spur their organizations forward. Quexx Cruise-and-Learn™ Training Program will review the requirements brought by the upcoming ISO 9001:2015 revision, such as “documented information,” ”risk-based approach,” “high-level structure,” ”context of the organization,” “integration with business practices,” “knowledge management,” “applicability of requirements,” and more. We will discuss the interpretation of these changes, define a critical path for the transition process, and help you design and navigate the introduction of necessary changes in a cost effective manner, while maintaining continuous compliance with the regulatory requirements.

About the Presenter
Arc Rajtar has a Master’s degree in Mechanical Engineering. He is also a trained ISO 9001 Quality Systems Auditor with extensive management experience in Quality Control, Quality Assurance, Supplier Development, and Operations. Arc’s professional engagements include construction, power generation, manufacturing/fabrication, hi-tech electronics, leading-edge medical devices, and world-class automotive. He held positions as Quality Assurance Manager and Supplier Engineering Manager of Toyota Australia (automotive), Corporate Quality Assurance Manager with Spectrum Signal Processing Inc. (computer hardware and software), and VP Operations and R&D of MIV Therapeutics Inc. (implantable medical devices).His 30+ years of professional experience in the field of Quality Assurance include18 years of consulting in LEAN management techniques, advanced supplier performance monitoring systems, and ISO 9001-compliant integrated and embedded Quality Management Systems. An ex-member of the QR-8 Technical Sub-committee responsible for the review of ISO 9001 requirements, Arc co-authored Toyota Supplier Assessment (TSA) procedure and ISO 9001-driven QS9000 Quality System Assessment, six patents, and 12 scientific publications. Arc guided over 30 client organizations to error-free ISO 9001 certification of their Quality Management Systems (see our Web site for more details).Recently engaged by Levelton Consultants Ltd., Arc provides Quality Assurance and Quality Management support services to the company’s professional engineering and scientific activities in the areas of materials engineering, environment, energy, geotechnical, and building sciences. His most recent projects include QA during the $500M renovation BC Place Stadium Roof Replacement Project, the $200M Deh Cho Bridge over the Mackenzie River in the Northwest Territories, and the construction of the $1,4B Evergreen Rapid Transit Line. Arc’s consulting company, Quexx International Ltd. specializes in LEAN management techniques focused on the areas of Quality Control and Quality Assurance, and provides Quality Management support services for a diverse range of companies and major projects.

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Training Program Registration
Registration is limited. To ensure your participation complete and submit Cruise-and-Learn™ Training Program Registration form and the required Tuition Fees.

Terms and Conditions
Unless specified otherwise, the following Terms and Conditions apply to this Offer: Re. Training Program: Quexx International Ltd. Cruise-and-Learn™ Terms and Conditions Re. Cruise: Terms and Conditions of the Cruise Line and/or Expedia CruiseShipCenters®, as applicable

Contact
If you have any questions please click any blue hypertext links for more details or contact Quexx International Ltd. Call: 604-728-3373 or 604-469-6002, Fax: 604-469-6070 or E-mail: cruise-and-learn@quexx.com.

Notes
We are continuously researching market trends and expanding our Cruise-and-Learn™ Program. Although we always strive to deliver our programs “as offered or better,” last-minute changes may occur. Quexx reserves the right to proceed at our discretion with these changes to the best of our ability and in the best interest of Cruise-and-Learn™ Program participants.

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