Quality Progress - January 2016 - (Page 58)
BACK TO BASICS
BY TERRY E. LOGAN
Building a Quality Team
Simple steps to get the rest of your company involved
EVERYONE HAS encountered this
listen to them. It is likely these people will
success story. If possible, find a case
problem at one time or another: The boss,
become your first disciples and part of
study that reflects your product, process
department head or top manager is seem-
your trusted network.
Show management evidence of quality-
ingly focused on all issues but quality.
committed companies that spend money
it comes to addressing quality, they don't
for continuous improvement and still see
Be patient-extremely patient. Continu-
feel it's as important as "making money."
increased efficiency margins on the bot-
ous improvement and a quality culture
H. Thomas Johnson described cost per-
tom line. Measurable improvements are
can take several years to implement. This
formance limitations when he wrote, "Ac-
seen in return on assets, return on sales,
is key while dealing with situations that
counting based measures of performance
operating margin and even stock price.2
might arise when only you can envision
Sure, they might talk the talk, but when
drive employees to achieve targets of
If you don't have access to immedi-
the final result. It's easy to be patient with
sales, revenue and costs, by manipulation
ate financial feedback, try to stabilize or
yourself, but don't expect everyone to
of processes and by flattery."1
standardize a process. You might be the
convert just because you've made some
only one in your organization who sees
improvements. There will be those who
quality when you're the lone quality
the process for what it is. Use tools like
insist your initial success was luck or
initiator? A series of simple yet effective
flowcharts to demonstrate improvements
actions can help you, the quality leader, di-
in direct labor or raw materials usage.
How can you advance the cause of
Finally, set a quality leadership
Be diligent. Don't give up if you're
example, and be excited about quality.
not recognized after achieving success.
Visible enthusiasm and commitment to
Commonly, leaders who don't appreciate
the company is critical to build functional
Take control of the environment
quality initiatives require several wins
teams. Be ready to provide answers with
First, focus on what you can control
before they acknowledge success. As you
tangible company examples or case stud-
within your function or job assignment.
continue to succeed, you can look for the
ies, and you'll be on the way to convincing
Begin with selecting a project that has
reward of freedom to further your initia-
management. The goal is to get managers
solid monetary results. Examples include:
tives or, better yet, an extended budgetary
to see you as a competent resource and
* Decreasing rework or scrap.
line item for future projects or tools.
someone who is looking out for the com-
rect change and build momentum by tying
company objectives to operating profit.
pany. Should you succeed, your actions
* Increasing productivity metrics.
* Improving process flow.
No project? No problem
and message will spread, and other quality
* Reducing nonvalue added steps.
If you have little or no control over an
believers will surely be on board.
Such projects can be highly visible and
area or process, take another direction.
go beyond the mundane, revealing sav-
Be prepared for opportunities to express
ings. This is what managers relate to. Pick
the benefits of focusing on quality. Have
a project that is quick and doesn't require
reference books to explain why quality is
excessive resources. Cost savings need to
important, and make sure the books are
be the first focus.
short and to the point.
To pick a project within your con-
Additionally, have case studies to
trol, communicate with people who see
prove your point on quality. Nothing bet-
discrepancies day in and day out, and
ter supports your point than a published
READ MORE ABOUT THE BASICS
Visit www.qualityprogress.com to read more Back to Basics articles on
topics such as root cause analysis, data collection and fishbone diagrams.
58 QP * www.qualityprogress.com
1. H. Thomas Johnson, Relevance Regained, The Free Press,
2. Kevin B. Hendricks and Vinod R. Singhal, "The Impact of Total Quality Management (TQM) on Financial Performance:
Evidence from Quality Award Winners," www.efqm.org/
TERRY E. LOGAN is principal of Atema
Inc., Chicago. He has a degree in
quality assurance and nearly three
decades of leadership in quality,
manufacturing, training, auditing,
program management and technical
services. Logan is a senior member of
ASQ and is a certified quality engineer
and auditor, and a quality systems auditor. He also holds
a manufacturing engineer certification from the Society of
Table of Contents for the Digital Edition of Quality Progress - January 2016
According to Plan
Use Your Head
Stakeholder Management 101
All About Data
Eight Simple Steps
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
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
1 + 1 = Zero Defects
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Clearing SPC Hurdles
Supplier Selection and Maintenance
Building a Quality Team
Plan Experiments to Prevent Problems
Quality Progress - January 2016