Pace

The strategic framework and stand-alone processes are excellent
David McKinney CQO, Pace

Background

In just over 50 years the idea of broadcasting using satellites has moved from science-fiction to reality. One of the success stories in this industry is Pace, the electronics company which has used its satellite reception technology wizardry to reach global number one in the development of TV set-top boxes.

During the summer of 2009 the Pace Senior Management Team recognised their aspirations to take Pace to a higher level of ‘On-Margin, On-Time, On-Quality’ performance through the application of quality improvement principles. There had been a number of evolutions of quality and the quality function at Pace but the senior management wanted to refresh the approach to this business critical activity with a view to developing the quality culture across the business, driving a proactive approach to the prevention of issues and developing the quality systems, whilst maintaining the progress already established.

Following the publication of a quality strategy document, ‘Pace Quality 2009-2010,’ there was a need to ensure clarity regarding the ‘total quality journey’ aspirations so that people in Pace understood how they would deliver a higher level of performance

Assignment

Pace and Oakland Consulting worked in partnership on a phased programme of work, to meet the challenges identified:

Phase 0: Assessment of the existing Quality Strategy and QIP

Phase 1: Insight – gathering feedback from executives and senior management to help shape the development of quality in Pace

In the interim period between Phases 1 and 2, the challenge was to gain Alignment of the executive management around renewed targets for quality performance for Pace

Phase 2: Planning, mobilisation and communication for full deployment of a modified/new quality strategy (Pace Business Excellence – BE on-margin, on-quality, on-time)

Phase 3: Implementation

Approach

To achieve quality across the entire business process chain it was recognized that the Pace management needed to:

• assess the customer needs and business value of meeting them
• establish the right processes and partners and select the optimum solutions
• prove and implement the right solutions
• make the proven solutions sustainable and continuously improve
• remote the spread of internal and external best practices

This led to the identification of 8 Critical Success Factors for On-Quality:

1. An agreed and fully integrated approach to measuring and reporting CoNQ (Quality Metrics) across Pace
2. The involvement and buy-in of SBUs (Strategic Business Units) and CATs (Customer Account Teams) to the new Business Excellence/Improvement Programme
3. An Organisation for Quality (Quality and Business Excellence) that transfers ownership and responsibility for quality performance to the SBUs/CATs (but sets global standards and audits/reviews)
4. A world class Product Creation Process (PCP) that is fully deployed
5. A significant improvement in Quality of Supply (Components)
6. A significant improvement in Quality of Manufacturing
7. A world class approach to Continuous Improvement (CI) deployed across Pace which captures organisational learning
8. A significant increase in Improvement Skills across Pace

Pace and Oakland were uniquely able to develop and implement this solution and the input from Oakland was timely in relation to ongoing business challenges – support was provided for the second generation of improvement. The approach used ensured quality has a ‘seat at the executive table’ without being seen as a panacea.

Achievements

The Pace BE Programme is working to:

• Put the customer at the heart of the business
• Support the vision of the future
• Develop the embedded quality culture based on real commitment from the leadership through infectious enthusiasm
• Make the quality vision and the ‘Pace Quality Journey to Excellence’ a reality
• Create effective quality measures that are integrated into the business
• Engage everyone – increasing awareness through initiatives that make ‘improvement’ relevant to everyone – not just the Quality Department
• Focus on the key needs of the business in all cross company communications (on-margin, on-quality, on-time)

The full benefits of Pace BE are yet to be achieved but early successes include establishing realistic and accepted metrics, an evolving proactive quality culture, effective communications, reduced unplanned costs, and above all encouragement from the executive team.

To contact one of our quality improvement or manufacturing experts for immediate help or further information please contact us or telephone: +44 (0)113 234 1944