Finding the Unnecessary and Everyday Variation

The last two sources of problems

This is the last in my series making the case that the various improvement approaches are all pretty much the same.

There are seven sources of problems with a process. The first three help frame the situation:
Source 1: Inadequate knowledge of customer needs
Source 2: Inadequate knowledge of how the process currently works
Source 3: Inadequate knowledge of how the process should work

In my last column, I talked about:

Source 4: Errors and mistakes in executing procedures
• How about isolating and focusing on the 20 percent of a process (vague problem) where most of the variation is occurring? This would be the time for more detailed flowcharting.

…

Want to continue?

By logging in you agree to receive communication from Quality Digest. Privacy Policy.

Create a FREE account

Forgot My Password

Comments

Method for Changing Perspective is Missing

Hi Davis-

There is nothing in this that an improvement professional would argue with . . . for the most part. What is missing is a method for changing perspective. If you do all that is written here, you can still fail. The organization has not prepared itself for change.

For many organizations "process thinking" has led to more waste. Even in healthcare workers are "just following the procedure" ( http://www.qualitydigest.com/inside/quality-insider-column/just-follow-… ). The variety of interactions in a service setting can lead to disaster in an inhibited "process-oriented" culture. I believe you fundamentally understand this.

The context and knowledge that workers need is an understanding of the end-to-end system. They can only get this through the insightful study of their system. By studying, they gain knowledge of the perspectives that influence their current design - these are cultural. Management and worker must be awakened about the realities of performance in the eyes of the customer and the cultural artifacts, perspectives and professed values.

You have a reduced chance of successful intervention without this important step.

Tripp Babbitt