QOS QOS Based on FORD’s Quality Operating System 9/19/99 Purdy's Rendering

Quality Operating System External Customer Expectations Key Internal Processes Measurables for Key Internal Processes Trend Measurables External Performance Constant Employee Awareness 9/19/99 Purdy's Rendering

Quality Operating System External Customer Expectations Identify Your Customer: Immediate; Intermediate; Ultimate; Determine Their Expectations Verify & Adjust Select Constant Employee Awareness Predict External Performance Key Internal Processes Critique Key Process Performance Trends for Improvement Strategies in Anticipation of Customer Expectations Processes Basic to Operations / Business & Related to the Customer Expectations Correlate Identify Track Trend Measurables Measurables for Key Internal Processes Maintain Accurate & Timely Data to be Systematically Analyzed for Progress Against Your Goals Quantifiable Measures that Correlate with the Customer Expectations 9/19/99 Purdy's Rendering

Quality Operating System PRINCIPLES Gather and Analyze Existing Data into System of Key Processes and Measurable Trends which are Correlated with Customer Expectations and Readily Acted Upon by Management Team Set of Standardized Management Practices and System Standards which Maximize Performances through a Total Systems Approach 9/19/99 Purdy's Rendering

Quality Operating System PRINCIPLES - Continued Set of Standardized Tools and Methodologies for Implementing Continuous and Breakthrough Improvements in both Manufacturing and Non-Manufacturing Applications Establishment of Effective Communication Links between all Participants in the System for Cross Functional Uniformity 9/19/99 Purdy's Rendering

Quality Operating System IMPLEMENTATION STEPS Promote and/or Present QOS Process Select Key Processes Related to Customer Satisfaction Determine “Vital Few” Measurables by Consensus Assign a Champion for each and Gather Measurable Data Systematically Review Measurable Trends Critique and Plan for Future Improvements to Meet Customer Satisfaction 9/19/99 Purdy's Rendering

Quality Operating System MEETING STRUCTURE Review Prior Meeting’s Action Items Review Trend Charts and Establish Meeting Agenda Review Adverse Trends and Using Problem Quantifying Tools Make Assignments to Achieve Improvement and/or Correction Rotate Meeting Chairperson to Promote Team Ownership Revalidate Measurables, Quantifiers, and Tools on an Ongoing Basis Issue Action Items Keep an Ongoing Log of Lessons Learned and Breakthrough Experiences 9/19/99 Purdy's Rendering

Quality Operating System TYPICAL MEETING BOOK FORMAT Lessons Learned Supporting Data Overview Measurables (Trend Charts) Prior Meeting Action Items List of “Vital Few” Measurables Meeting Dates 9/19/99 Purdy's Rendering