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July 16-19, 2017
Melia Hotel in Berlin, Germany.


 Rami Saajoranta - Strategy Development in Gasum Oy (Finnish Natural Gas Company)
   Co-Presenter Leo Lauramaa (Click to view Bio) - Operations Development Consultant
   
 

Why so often the management of companies does not – and many times this is really justified - regard quality work as productive?

For the management quality work is a way to make more money. The management and quality/development people do see the targets and priorities of the company in different way and many times it happens that quality work is not supporting to reach the company’s targets but is mostly regarded more like inevitable “waste”. The different certificates are justifying the quality development as long as it does not disturb the business.

On the other hand, the quality people do not – and many times this is really justified – feel that their work is appreciated although they have tons of valuable experience and business & operations understanding as well as competence on different development methods and approaches.

In this above described set up it is enough to develop isolated parts and details of the company thus losing significant bottom line potential.

This short presentation is an abstract of a half day workshop held in the 60th EOQ (European Organization of Quality) Congress in Helsinki in May 2016. The presentation was “pre-audited” by the members of our Finnish TOC community.

On the presentation the conflict described above was first analyzed and then at least one direction of the solution was identified. The key question to break the conflict is: “what should be in place so that the quality work could be directed in most productive way?”. In the analysis different views of important stakeholders were considered: management, quality / development people, employees, ISO 9001 standard, internal auditors and external auditors.

We claim that the TOC (Theory Of Constraints) mind set and methods–based focused quality development can
strongly support the business and quality / development people and functions can become ever more important
and appreciated partner for management.

TOC Thinking Processes were used when analyzing the conflict and creating the direction of the solution:

Furthermore, it was also presented how TOC thinking and methods can be combined to boost e.g. Lean- and Six Sigma based development & results.

Rami Saajoranta (M.Sc.(eng.), Jonah, TOCICO Certified TPP, LSS GB), Gasum Oy, has more than 15 years’ experience of different development positions. Long career as Quality Manager and the last years in strategy development in Gasum Oy (Finnish Natural Gas company) have motivated to dig deeper into this above described conflict. Rami has especially concentrated on utilization of Thinking Processes both in strategy and development work.