Wessex CQI Branch Meeting Thursday 16 th February 2012

1. Wessex CQI Branch Meeting Thursday 16th February 2012 Jim Kirk FCQI CQP

2. How can you get people to close NCR's • and complete actions from System Review meetings?

3. Linked In Discussion 29 Comments!

4. What are actions? actions that people see are valuable to their work, and genuinely intend to do, but just haven't done yet actions that people see are valuable to their work, but don't have the resources to address actions that people don't see as being valuable to their work, but regard as a box-ticking exercise - and may try to avoid doing.

5. Other Classifications Effective busy people tend to categorise tasks in the following hierarchy, You may have seen this as a chart. 1. Very Important and Urgent - Do Now 2. Not So Important but Urgent - Do Later 3. Very Important but not Urgent - Do ASAP 4. Needed but Not Urgent - Do when there is a spare 5 minutes. 5. Not Required - Bin !

6. Chasing Methods

7. Chasing Methods

8. Chasing Methods

9. Chasing Methods

10. Chasing Methods

11. Chasing Methods

12. Top Management Support • Top Management drive the importance of closing findings • For example; • a category 2 finding, the completion date set for 13 weeks • at 6 weeks the action owner gets a weekly reminder • at 10 weeks its escalated to the senior management • Then chased by MD or GM on a weekly basis • When the completion date is unreasonable it is amended • New amended date is chased weekly to demonstrate this action will not disappear • for nil returns the MD or GM sends an email asking for an update

13. Top Management Support Closing NCR’s and review action points should be part of normal business World class organisations rarely use the escalation process Completion of compliance targets should be built into annual appraisals Include an element of bonuses with closure of NCR’s Appraisals based on shorter timescales would have better effect Are people “fired” for not completing their actions? Culture takes years to change

14. Other Suggestions • Remove ISO requirements and sell as best practice • Show the action adds value • Will save ££ per annum • Gives facts “company 'x' was fined ££ for not doing this correctly”

15. Writing the Action or NCR • Write in plain English, avoid ISO speak • Explain NCR’s using simple examples to remove gobbledegook speak • Remove ISO clause requirement • Focus on the opportunity for business improvement • reasons for raising NCR / action • NCR / Action seen as positive rather than punitive • CAR closure timescales defined

16. ISO Speak! • Risk is the combination of the probability of an event and its consequence • ISO 31000 defines risk as "effect of uncertainty on objectives“ • NOTE 1 An effect is a deviation from the expected — positive and/or negative

17. Ownership • People won't respond to requests for action unless they believe they own the problem, obtain agreement from the REAL owner • Without a clear owner, the “buck will be passed” and no one will pick it up

18. Risk • Carry out a risk assessment of the non-conformance • Carry out an opportunity assessment of the improvement • Use the risk rating to help prioritise action • Make sure that they don’t just see the number rather than understanding the effect of the risk / opportunity • risk rating agreed at the audit closing meeting

19. Risk Rating

20. On Line NCR’s With WRAG Rating Due Dates White = 2 weeks Red = 3 weeks Amber = 5 weeks Green = 12 weeks

21. KPIs } • percentage of NCRs closed out within the agreed period • percentage of NCRs not closed out within agreed date By Risk ------------- By Owner

22. Due Dates vs. Risk • Don’t mix up the criticality of the NCR against close out date • The most critical NCR may have to take longer than a less critical one

23. Finally, The Gathered Wisdom is …. Nag In Person

24. Any Questions?