Quality Progress - January 2016 - (Page 51)

BACK TO BASICS Best of AUGUS 2014 T BY JANET BAUTISTA SMITH Checks and Balances A technique to sync organizational vision and strategy A COMMON failure when deploying a for the organization. there are measures that can ensure consis- strategic plan is its misalignment with the Root causes can be remedied only if mis- tent alignment of strategies and initiatives organization's vision (Figure 1). There must alignment is detected early enough to be mit- be dynamic checks and balances to ensure igated. Realignment efforts can be focused critical milestones are pointed in the same on the major discrepancies. A key process compliance share the same path leading direction as the business model to achieve indicator (metric) for each core process will to the realization of the organizational shareholders' expectations. serve as the early detection mechanism to vision. These two business elements are alert the system of a possible failure or de- intertwined at all phases of operations. wherein the vision is the nucleus of the viation from target results. Without this early The concept seems abstract and difficult to strategic development and the catalyst for detection mechanism, the incremental devia- translate into practical day-to-day systems. the creation of measurable operational tion from the target may eventually become initiatives. Misaligned strategies can result in an irreversible, undesirable trend. Figure 1 also depicts a business model with the vision. Strategic planning and auditing beyond Strategies' alignment with the vision may be monitored through the creation of key performance indicators directly relevant to waste, financial loss, suboptimized resources or lost opportunities. Early detection of these Recognizing process drift the supporting initiatives. Early detection gaps can facilitate timely intervention and Undesirable trends do not happen over- of an incremental drift from the target can adjustments to strategies and initiatives to night. They are caused by incremental facilitate timely mitigation and realignment. ensure alignment with the vision. Before any nonconformances accumulated over time. A sample template to monitor alignment adjustments are made, you must define and Why are these incremental deviations not and effectiveness of the strategic plan is understand the root causes of the deviation. detected and mitigated before reaching shown in Online Table 1. Possible root causes of misaligned strat- an out-of-control status? Commonly, there Process owners' day-to-day interac- egies include: is a lack of checks and balances to gauge tions with operational variables may lessen * Vision is not clearly stated. whether performance is drifting from the the sensitivity of recognizing incremental * Vision is clearly stated, but the work- target. Meeting the specification is not changes. Implementing an auditing beyond enough to determine whether performance compliance program will minimize bias or force misinterprets the intent. to plan is adequate, as shown in Online conflict of interest in the true measurement force and strategies are initially aligned, Figure 1 (found on this article's webpage at of operational performance. The added but they have drifted away from the www.qualityprogress.com). value of auditing can be leveraged further * Vision is clearly understood by the work- Auditing beyond compliance is more vision, unnoticed. * Vision is ignored by managers who create initiatives they believe are best likely to detect an incremental drift from the Audits focused solely on strict compliance target that may otherwise be hidden under may miss opportunities to capture hidden Misalignment of strategies and vision / FIGURE 1 Metrics Metrics Initiatives Misalignment Strategies the conventional acceptance variables that cause process drift, which criteria of a traditional com- can cause strategic plans to fail. QP pliance audit. The repeating BIBLIOGRAPHY drift shown in Online Figure 1 may signal a potential irreversible failure silently gain- Initiatives ing momentum, undetected Strategies by a traditional compliance Vision audit. Process drift has the Vision Gap Not aligned if the scope extends beyond compliance. same analogy as the impact of strategy's misalignment Aligned with the vision (target). But Bautista Smith, Janet, Auditing Beyond Compliance: Using the Portable Universal Quality Lean Audit Model, ASQ Quality Press, July 2012. JANET BAUTISTA SMITH is the director of quality and continuous improvement at ProTrans International in Indianapolis. She holds a bachelor's degree in chemical engineering from the University of Santo Tomas in Manila, Philippines. A senior member of ASQ, Bautista Smith is an ASQcertified Six Sigma Black Belt, quality engineer, quality auditor and certified manager of quality/organizational excellence. January 2016 * QP 51 http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - January 2016

According to Plan
Solid Proof
Use Your Head
Stakeholder Management 101
Customer Delight
All About Data
Eight Simple Steps
Minimizing Chaos
Take Note
Pyramid Scheme
Assessing Failure
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
Understanding Variation
Improving a System
Putting It All on the Table
Know the Drill
It’s Fun To Work With an F-M-E-A
Solve Problems With Open Communication
Tell Me About It
Separate the Vital Few From the Trivial Many
To DMAIC or Not to DMAIC?
Breaking It Down
Smart Charting
1 + 1 = Zero Defects
QFD Explained
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Creative Combination
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Calculated Risk
Sufficient Evidence
Sample Wise
Clearing SPC Hurdles
Supplier Selection and Maintenance
Team Advantage
Building a Quality Team
Plan Experiments to Prevent Problems
Substantiation Test
Training Day

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