Quality Progress - January 2016 - (Page 58)

BACK TO BASICS Best of JANUA 2008 RY 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. or service. Show management evidence of quality- ingly focused on all issues but quality. committed companies that spend money Pace yourself 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 coincidence. 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 REFERENCES 1. H. Thomas Johnson, Relevance Regained, The Free Press, 1992. 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/ uploads/excellence/vinod%20full%20report.pdf. 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 Manufacturing Engineers. http://www.efqm.org/uploads/excellence/vinod%20full%20report.pdf http://www.qualityprogress.com 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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