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Paralysis by prioritization
Some companies fall into the trap of spending so much time on prioritizing potential projects that
they never get down to the real work. When selecting projects, companies typically rank them
based on anticipated benefit, which is often the expected return on investment. This often leads
to disagreement across the organization as to which project should get first priority. And as you
may know, benefits data is easy to manipulate.
Dont get caught in this trap. If you must choose between two or more improvement projects that
have roughly the same value, just choose one and get started. Completing any project that
provides benefit to the business is much better than waiting to find the perfect project.
You may want to start with the project thats easiest and quickest to implement. A quick victory
at the beginning of a quality improvement initiative can provide momentum to the organization
on future projects.
Avoid the lure of magical solutions
Falling victim to the silver bullet quality program happens to the best of em. Magical, fix-itall, pain-free programs are usually touted as the program that is going to save the company, but
easy, catch-all solutions often involve a consulting agency coming into the company with grand
ideas and beautiful presentations that are likely to fail because they dont follow the proven
methods.
After a few months with few results, firms that embrace such programs often end up, moving on
to the next program that promises quick and easy results.
This approach may ultimately sabotage your quality improvement efforts. Employees become
tired and complacent about these programs, and they dismiss future programs as a waste of time;
after all, none of the past programs ever panned out very well.
Lack of employee involvement
In order for quality improvement projects to be successful, all levels of an organization must
commit to the effort. This means that all employees must understand the importance of the
quality projects and contribute to their success.
Employees sometimes view improvement efforts as a threat to their job security or as an
examination into whether they can do the job. Therefore, when identifying and implementing any
process changes, be sure to consult with and educate the people involved with performing the
process targeted for improvement. Often, just knowing why the change is being made is enough
to earn buy-in from the employees.
Know what to do
One of the biggest obstacles to quality success is not knowing what to do if a process is
discovered to be out of control, or unstable. Setting up and monitoring the control charts require
significant time and resources. Employees must take samples, perform the necessary
observations and measurements, and record the results on the chart. Thats the easy part.
What happens when a sample indicates that the process has changed and is now out of control?
Thats the hard part. A company must establish procedures and train employees to enact them to
deal with an out-of-control situation. Failure to act or acting inappropriately wont lead to
improved quality and may even make the situation worse.
Learn from the experience
Few firms make the effort to learn from past quality projects. After completing a project,
companies often just move on to the next effort and lose what they learned from the last one.
Projects should have a formal documentation process (often called after-action or after-project
review) to record what happened, what the results were, and why.
Companies should also conduct after-project reviews to share project lessons. But dont limit
these reviews to the project team; include personnel who may be working on other projects so
they can duplicate successes and learn from mistakes.
Calling it a program
A program implies something that has a defined beginning and end. Quality improvement
shouldnt be a program; it should occur naturally as part of the everyday job. Quality must
become institutionalized and become an underlying foundation for the company. Without this
shift in culture, true quality success is only a passing dream.
Giving up
Achieving improvement and implementing change is a slow, continuous process. It doesnt
happen overnight. Expecting instant improvements is a recipe for disaster, and giving up too
quickly because your first efforts dont produce the desired results only leads to failure. But with
continual focus and a commitment, you will see improvement. Stick with it!
==================
1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
3. Pareto chart
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method