DISCOVER WHAT YOU LOVE™

Planning for the Quality Team

of the Future

ABOUT MARY KAY

America’s Best

Selling Beauty

Brand, Best

Beauty Website

and Best Beauty

digital app

Enriching

women’s lives by

offering one of

the world’s

leading business

models for

entrepreneurs

looking for more

time, money and

flexibility.

Core Values • Golden Rule

• Go-Give Spirit

• Make Me Feel Important

• Balanced Priorities

• God First

• Family Second

• Career Third

2014

Global Annual Sales

USD $4+ BILLION

5,000+ Mary Kay

employees support over

3.5 million independent

beauty consultants.

Women’s

shelters received

over $3 million in

grants from the

MKA Charitable

Foundation

Operates

in 35+

countries

Planning for the Quality Team

of the Future

TIM PARRENT

MARY KAY, INC.

CHALLENGES FACING QUALITY

Tools/Technology

• Advancing and accelerating

• Data is growing and is readily available

Globalization

• Communication is 24/7

• Process/procedure/method variation

Quality Professionals

• More is expected/demanded

• Matrix management/cultural differences

CORPORATE STRATEGY MAP

Planning for the futures requires understanding the company’s strategy and your part in it.

Financial

Customer

Internal Processes

People & Tools

Mission

Vision

Goals

Values

Manage

Profitability

Invest in

Infrastructure

Increase

Sales

Launch New

Products

Improve

Efficiencies

Adaptive

Organization

Core

Competencies

Leverage

Technology

Strengthen

Culture

Improve Core

Processes

Set Global

Standards

Goals Goals

CO

RE

CASCADING OF GOALS

Company goals should cascade down to

the individual contributor.

Company

Division Goals

Unit Goals

Department/Team Goals

Individual Goals

LINE OF SIGHT

Employees should have a line of sight

from their personal objectives to the

company goals.

PUTTING IT ALL TOGETHER

OPPORTUNITIES FOR IMPROVEMENT

The Quality Team of the future must…

Tools/Technology • Keep up and integrate systems

• Transform data into information that is actionable

Globalization • Speak the same “language” clearly and concisely

• Have one best way where possible o Think global, act local

Quality Professionals • Evolve from technical experts to business

partners, collaborators and leaders

PLANNING FOR THE FUTURE

Let’s look at two of the core areas of the strategy

map.

Financial

Customer

Internal Processes

People & Tools

Mission

Vision

Goals

Values

Manage

Profitability

Invest in

Infrastructure

Increase

Sales

Launch New

Products

Improve

Efficiencies

Adaptive

Organization

Core

Competencies

Leverage

Technology

Strengthen

Culture

Improve Core

Processes

Set Global

Standards

Goals Goals

CO

RE

ADDRESSING THE CHALLENGES

What are the current resource gaps and needs related to Internal Processes in your group? What goals do you have?

Internal Processes

Goals

Improve

Efficiencies

Improve Core

Processes

Set Global

Standards

Goals Goals

Globalize test

methods and

procedures

Standardize

investigation

process and

reporting

Document global

standards for

water, air and

storage conditions

ADDRESSING THE CHALLENGES

What are the current resource gaps and needs related to People & Tools in your group? What goals do you have?

People & Tools

Goals

Adaptive

Organization

Core

Competencies

Leverage

Technology

Strengthen

Culture

Goals Goals

Utilize new

thermostat

technology to

track temp.

and humidity

Set KPIs

across sites

and have joint

meetings to

report results

Document

competencies for

each job code

leveraging talent

and technology

MAKING IT PERSONAL

S – Specific

M – Measurable

A – Attainable

R – Realistic

T – Timely

Create SMART goals ensuring the line of sight

Make goals part of the annual performance review

and implement a cadence of accountability with

regular progress updates

MAKING IT SMART

Document competencies for each job code in

Quality in a standardize format

# of competencies completed / # of distinct job

codes = % competencies completed

Utilizing SMEs

Utilizing resources

End of Q3/monthly status reports

S

M

A

R

T

SMART example: Job Competencies

DEFINING SPECIFIC GOALS

Specific Goal Example: QA Manager

• Goal: Document competencies for each job

code in QA by the end of Q3 utilizing SMEs and

available resources

• Metric: # of competencies completed / #

of distinct job codes = % competencies

completed

oHigher % is better

• Status: Due 7th of each month

PROCEDURE ALIGNMENT

Brief Case Study

PROCEDURE ALIGNMENT

BACKGROUND

~2500 controlled documents that were out of control

Numbering system was not intelligent

Company at risk due to conflicting information

Needed a quality management system to govern our one global standard

BACKGROUND

Quality Manual

Procedures

Work Instructions

Forms and Records

Quick Reference Guides

Establishes Quality Commitment

Describes Who, What, When

Describes How

Provides Evidence

Assists with Training

OBJECTIVE

Align procedures with

the recognized quality

management system

Create framework for

one global standard

taking into account

global markets with

varying requirements

STRATEGY

Find a recognized

model used by multi-

national companies

Used Quality System

Inspection Technique

(QSIT) and ISO

22716 as a guideline

to help shape QMS

framework

STRATEGY

Brief description of each system.

EXECUTION

Created teams to begin reviewing and aligning old procedures to new framework

Challenged the existence of many procedures (Why was it needed)

Worked with key markets to translate SOPs

RESULTS & METRICS

78% reduction in procedures

Core procedures written and translated

into major languages (Mandarin,

Portuguese, Spanish, Russian and

Korean)

KEY LEARNINGS

Share vision and follow-up frequently

Utilize work already done

Use best practices, think global application

Improve execution through active review of

work products and clear communication

Translation does not guarantee acceptance

or understanding

FUTURE BEGINS WITH YOU

CREATING EMPOWERMENT

Empowerment

Common Purpose

Foundation of Trust

When you start with a foundation of trust, you create the opportunity for a shared common purpose which in turn creates empowerment for employees.

Know the context and have good

communication to make informed

decisions

Working together to

achieve a shared goal

Built on honesty,

integrity, respect

and care for others.

LOOKING TO THE FUTURE

Keep your eyes on the goal.

Make adjustments as needed.

Take it one step at a time.

Celebrate success along the way!

What is the plan for your team?

DISCOVER WHAT YOU LOVE™

TIM PARRENT

MARY KAY, INC.