Example Reflection – Learning Launch

Challenge

I am leading one of the initiatives at my organization towards achieving a “Culture of  Quality through developing Model Quality Plants”. To drive that vision, we have  launched a culture-led transformation program. Under the program, across different  dimensions of Quality Excellence, we have identified key focus areas / interventions  that need to be driven across our network – which the program is focusing on. These  interventions are designed to enable an individual transformation of each employee –  from a mere worker / employee, into an involved stakeholder, committed to achieving  the overall vison of quality excellence.

One of the important interventions was related to Capability building for targeted  cohorts to develop and sustain essential capabilities (e.g. problem solving) at-scale,  across the organization. The major challenge at pilot site was poor investigation of  deviations (Deviation is a problem) which tagged to human errors as a cause with no  root cause identified for approximately 50% of deviation. The other challenge was not  adhering the timeline to close the investigation within defined timeline as per SOP  (Standard Operating Procedure). Either you improve capability to resolve problems or  close the investigation by tagging like human error, root cause not found etc. A big  pain!

Selection

Our team brainstormed what to do as a part of design thinking. We tried the learning  launch tool, basically testing the approach & prototype which came thru  brainstorming. The approach was to try the Investigations quality improvement for  investigators and reviewers (as a core focus), basis granular Investigation Quality (IQ)  rubrics – to enhance quality of investigations i.e. quality of root cause assessment and  CAPA (Corrective & Preventive Action) sustainably.

Application

As a trial for our first learning launch, we focused on 3 important steps as a part of  structure : (a) developing a granular Investigation Quality (IQ) rubric as robust internal  guidelines, (b) leveraging rubrics to enhance root cause problem-solving and  investigation-writing capabilities for investigation team, (c) boosting collective  ownership of investigations across different functional teams through targeted  campaigns

One of the important steps was self-assessment ‘score’ using rubrics ‘checklist. The  checklist is an assessment, which can then be translated into an objective ‘score’ for  that investigation. Next step was to enable a strong feedback mechanism for the  investigation teams, by giving the select sample to site leadership team to further   assessment / evaluation, post which the self-assessment scores are revised and along  with the appropriate feedback are shared with respective investigators & reviewers,  thus, continuously build capability for carrying out quality investigations. Finally, the

Periodic cross calibration of the assessment / evaluation is carried out to ensure uniform  standards are followed across sites.

Insight

By applying the learning launch tool, the team identified all the assumptions and  designed launches (Rubrics Checklist) to test these assumptions. Team identified all key  stakeholders in the investigation process – investigators, quality assurance, quality  management system coordinators, head of departments and train them on the  investigation rubrics(guidelines) so that they understand requirements in each section of  the investigations as per investigation rubrics and process of filling the rubrics checklist  and allotting marks for each section of the report to complete the self-evaluation. Also,  we finalize the number of leaders who will score basis evaluation by allotting no of  investigations and investigations of each type (production deviation, quality control  deviation etc.). Moving forward, team identified further insights to add on in the current  rubrics checklist and revising it on a periodic basis to capture all learning coming  practically from investigation reports. Finally, looking at the big success, management  decide to roll-out it across the organization in the design thinking timeline.

Approach

Basis the success in rubrics design thinking activities/tools, we explored the rubrics across  the organization, and we found very good results but also a lot of further learnings and  add on in the current rubrics checklist. Currently its 5th version of rubrics since the  inception of rubrics checklist. Team further explored the Learning Launch tool to tackle  similar problems like lab manual errors reduction by designing the campaign and  running the same on weekly basis in daily meetings with different themes for different  weeks and adding a flavor of excitement by conducting quizzes and fun games. Team  is in the mode of positive dissatisfaction to further create many more learning launch  basis design thinking approach!


Example Reflection – Learning Launch Challenge I am leading one of the initiatives at my organization towards achieving a “ Culture of Quality through developing Model Quality Plants ” . To drive that vision , we have launched a culture - led transformation program . Under the program , across different dimensions of Quality Excellence , we have identified key focus areas / interventions that need to be driven across our network – which the program is focusing on . These interventions are designed to enable an individual transformation of each employee – from a mere worker / employee , into an involved stakeholder , committed to achieving the overall vison of quality excellence . One of the important interventions was related to Capability building for targeted cohorts to develop and sustain essential capabilities ( e.g. problem solving ) at - scale , across the organization . The major challenge at pilot site was poor investigation of deviations ( Deviation is a problem ) which tagged to human errors as a cause with no root cause identified for approximately 50 % of deviation . The other challenge was not adhering the timeline to close the investigation within defined timeline as per SOP ( Standard Operating Procedure ) . Either you improve capability to resolve problems or close the investigation by tagging like human error , root cause not found etc . A big pain ! Selection Our team brainstormed what to do as a part of design thinking . We tried the learning launch tool , basically testing the approach & prototype which came thru brainstorming . The approach was to try the Investigations quality improvement for investigators and reviewers ( as a core focus ) , basis granular Investigation Quality ( IQ ) rubrics – to enhance quality of investigations i.e. quality of root cause assessment and CAPA ( Corrective & Preventive Action ) sustainably . Application As a trial for our first learning launch , we focused on 3 important steps as a part of structure : ( a ) developing a granular Investigation Quality ( IQ ) rubric as robust internal guidelines , ( b ) leveraging rubrics to enhance root cause problem - solving and investigation - writing capabilities for investigation team , ( c ) boosting collective ownership of investigations across different functional teams through targeted campaigns One of the important steps was self - assessment ‘ score ’ using rubrics ‘ checklist . The checklist is an assessment , which can then be translated into an objective ‘ score ’ for that investigation . Next step was to enable a strong feedback mechanism for the investigation teams , by giving the select sample to site leadership team to further assessment / evaluation , post which the self - assessment scores are revised and along with the appropriate feedback are shared with respective investigators & reviewers , thus , continuously build capability for carrying out quality investigations . Finally , the Periodic cross calibration of the assessment / evaluation is carried out to ensure uniform standards are followed across sites . Insight By applying the learning launch tool , the team identified all the assumptions and designed launches ( Rubrics Checklist ) to test these assumptions . Team identified all key stakeholders in the investigation process – investigators , quality assurance , quality management system coordinators , head of departments and train them on the investigation rubrics(guidelines ) so that they understand requirements in each section of the investigations as per investigation rubrics and process of filling the rubrics checklist and allotting marks for each section of the report to complete the self - evaluation . Also , we finalize the number of leaders who will score basis evaluation by allotting no of investigations and investigations of each type ( production deviation , quality control deviation etc . ) . Moving forward , team identified further insights to add on in the current rubrics checklist and revising it on a periodic basis to capture all learning coming practically from investigation reports . Finally , looking at the big success , management decide to roll - out it across the organization in the design thinking timeline . Approach Basis the success in rubrics design thinking activities / tools , we explored the rubrics across the organization , and we found very good results but also a lot of further learnings and add on in the current rubrics checklist . Currently its 5th version of rubrics since the inception of rubrics checklist . Team further explored the Learning Launch tool to tackle similar problems like lab manual errors reduction by designing the campaign and running the same on weekly basis in daily meetings with different themes for different weeks and adding a flavor of excitement by conducting quizzes and fun games . Team is in the mode of positive dissatisfaction to further create many more learning launch basis design thinking approach !