Quality Progress - January 2015 - 48

QUALITY IN THE FIRST PERSON BY SHARON L. BURTON Building Blocks Early lessons on Juran's trilogy naturally carried over to work PLANNING, CONTROLLING and improving. These three managerial tools were and improvement.1 Given the task of supporting the and compliance department at a major bank in Wilmington, DE. Serving on the management team, I led initially introduced to me while I worked pharmacy's ordering system, I learned to during high school as a clerk at a large plan at a day-to-day level by reviewing an operations team, as well as managed pharmacy in the late 1970s in Albany, GA. resources such as time, materials, equip- operations training and development. I had gotten the job through the career ment and process steps. This became my I understood this task would be differ- and technical student organization. The standard process for improving quality; ent. Leading the project to form a quality plan was for me to apply my education to I was the person on guard when issues assurance and compliance department re- practical skills and enhance my overall occurred with the ordering.2 This detailed quired major planning and steps along the knowledge and abilities. planning included: way. Further, we all understood Juran's Enhancing my knowledge, skills and * An inclusive focus on customer needs. message that quality does not happen by abilities aligned with the organization's * Support of quality goals and strategies accident:4 guiding principle of applying learning in the context of business. Through by the management. * Understanding of long-term goals as 1. Research: Key leaders of the operations department met to determine one-on-one training sessions with the they relate to tactical and operating their definition of quality assurance and store manager, I understood Joseph M. plans. compliance. From their working definition Juran's trilogy of planning, controlling * Building processes for evaluation and process improvement. I learned to produce and additional research, I was prepared to move forward to the next stage. 2. Analysis: I pulled data from differ- a valued service for the ent sections of the operations department business and understood and reviewed this data with the leader- that for an initiative to ship. From this data, a baseline of key be successful, it required evaluation points was established. top-down management 3. Design: Establishing key quality support.3 A few years later, requirements and performance indica- the education and training tors came next. These requirements and I had gained and used to indicators wrapped around four types of take on college projects planning: came in handy for real * Strategic: Long-term planning with work projects. The real test considerations for internal and external came when I was asked to customers, risk levels, regulatory obli- organize and lead a new gations and business systems needed department. for effective operations and the needs of stakeholders. The next level Managerial processes- planning, control and improvement-were elevated in my work processes and procedures in the mid-1990s when I was asked to establish the quality assurance 48 QP * www.qualityprogress.com * Action: Interpret strategic objectives into short-term, actionable activities to support long-term plans. * Operational: Create daily working procedures that ensured the quality of the service. * Quality: Determine the resources needed to complete the work and meet http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - January 2015

Up Front
LogOn
Expert Answers
Keeping Current
Mr. Pareto Head
Total Quality’s Leader
Narrow(er) Focus
Dissecting the Differences
Separate Steps
Innovation Imperative
Measure for Measure
Quality in the First Person
Career Corner
Statistics Roundtable
Standards Outlook
QP Toolbox
QP Reviews
One Good Idea
Back to Basics

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