Quality Progress - March 2018 - 27

Is BBQ just for manufacturing
and services?

If you think this is starting to sound like a manufacturing
article, but you run a restaurant chain or have a medical
practice, why should you read further? Because quality is
quality-no matter what line of work you're in.
Remember that manufacturing can be used as a very
broad term to mean the integration of processes that
build on one another to reach an end result of a deliverable output. That deliverable could be a tool, service,
medical exam, delivery of a properly cooked meal to a
customer and much more. Consider manufacturing in the
context of delivering the service or product you provide
to your clients and customers.
For years, we have been led to believe that quality is
about ensuring that quality functions are in place and
controlling process output through inspection and cost
reduction initiatives. These traditional approaches have
channeled our thinking and actions to focus primarily on
manufacturing and service functions.
Naturally, many organizations believe that this is where
the largest impact to profits occurs and thus the largest
opportunity areas for cost avoidance and cost reduction.
Not too far off the mark, but consider:
+ Where does all this manufacturing output start? Back
in the bid and proposal stages before the design of the
product or service?
+ What about design (for example, engineering or
menu planning), product and service costing, financial control, product and program management, and
marketing and sales?
In other words, if you are not getting quality correct
from the beginning and maintaining it in all areas of
your organization, you are leaving behind unrealized
opportunity cost and profit that will fail to optimize your
bottom-line financial performance. Equally important is that
these departments will fail to learn the quality contribution
that they can make to the success of the organization.

A cultural change to BBQ

The challenge of understanding how behaviors relate
to quality is that this isn't the way people typically think
about quality in a work environment. It is much easier to
relate behaviors to safety than quality.
Consider a simpler approach to thinking about quality:
You think about quality of life and the quality of your food,
drinking water, air, service, entertainment and just about
every aspect of life that directly affects you. Moreover, you
tend to be willing to take actions to improve poor quality
outside of work. These actions set behaviors.

Behaviors can be defined as a set of repeatable
actions that become acceptable and commonplace.
Changing behaviors at work requires actions set by a
desire to change and improve. Yes, that could be viewed
as very simplistic, but it is more about getting you and
the management team to think differently about quality
so you can properly engage the entire organization in
adopting new thinking about behaviors.
The subject of most quality books or articles tends to
focus on the tools of quality and how to use the many
variations and new inventions of lean Six Sigma and
other well-known tools to reduce waste and save costs.
Remember, these are just tools. By themselves, they do
not create quality nor sustain quality. They need a unifying
force to align their functions and create sustainable value.
People's behaviors can be the unifying force needed to
bring sustainable, value-driven results to quality.

TA B L E   1

Is your approach to quality working?
Control
+ Inspection
+ Sample inspection
+ Statistical process control

Adds to cost of quality

Assurance
+ Audits
+ Processes and procedures

Hopes to avoid cost of quality

Lean Six Sigma
+ Process improvement
+ Eliminate waste
+ Reduce cost

May not reduce cost of quality

Do these improve quality or just make us feel like we did something
about it?

When using quality tools, the question to ask is
whether quality is really improving. Incremental savings
may be achieved, but have they improved quality to a
level of sustainability? Inconsistent use or misapplication
of quality tools often brings a false sense of accomplishment. The reality is that you may be making defective
parts faster and cheaper by focusing on improvement
and not adding compliance and prevention to the action
plan first. Thus, the cost of poor quality may not have
been improved at all.
This is compounded when quality is viewed as
primarily an add-on to manufacturing or servicerelated functions with little consideration given to the
"softer" organizational departments, including HR, sales,

qualityprogress.com ❘ March 2018

QP 27


http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - March 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
My Quality Story
In the Right Direction
A Different Kind of BBQ
Gaining Ground
Impeding Progress
Innovation Imperative
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - March 2018 - INTRO
Quality Progress - March 2018 - cover1
Quality Progress - March 2018 - cover2
Quality Progress - March 2018 - 1
Quality Progress - March 2018 - 2
Quality Progress - March 2018 - 3
Quality Progress - March 2018 - 4
Quality Progress - March 2018 - 5
Quality Progress - March 2018 - Seen and Heard
Quality Progress - March 2018 - 7
Quality Progress - March 2018 - Expert Answers
Quality Progress - March 2018 - 9
Quality Progress - March 2018 - Progress Report
Quality Progress - March 2018 - 11
Quality Progress - March 2018 - 12
Quality Progress - March 2018 - Mr. Pareto Head
Quality Progress - March 2018 - Career Coach
Quality Progress - March 2018 - 15
Quality Progress - March 2018 - My Quality Story
Quality Progress - March 2018 - 17
Quality Progress - March 2018 - In the Right Direction
Quality Progress - March 2018 - 19
Quality Progress - March 2018 - 20
Quality Progress - March 2018 - 21
Quality Progress - March 2018 - 22
Quality Progress - March 2018 - 23
Quality Progress - March 2018 - A Different Kind of BBQ
Quality Progress - March 2018 - 25
Quality Progress - March 2018 - 26
Quality Progress - March 2018 - 27
Quality Progress - March 2018 - 28
Quality Progress - March 2018 - 29
Quality Progress - March 2018 - 30
Quality Progress - March 2018 - 31
Quality Progress - March 2018 - Gaining Ground
Quality Progress - March 2018 - 33
Quality Progress - March 2018 - 34
Quality Progress - March 2018 - 35
Quality Progress - March 2018 - 36
Quality Progress - March 2018 - Impeding Progress
Quality Progress - March 2018 - 38
Quality Progress - March 2018 - 39
Quality Progress - March 2018 - 40
Quality Progress - March 2018 - 41
Quality Progress - March 2018 - 42
Quality Progress - March 2018 - 43
Quality Progress - March 2018 - Innovation Imperative
Quality Progress - March 2018 - 45
Quality Progress - March 2018 - 46
Quality Progress - March 2018 - 47
Quality Progress - March 2018 - Statistics Spotlight
Quality Progress - March 2018 - 49
Quality Progress - March 2018 - 50
Quality Progress - March 2018 - 51
Quality Progress - March 2018 - 52
Quality Progress - March 2018 - 53
Quality Progress - March 2018 - Standard Issues
Quality Progress - March 2018 - 55
Quality Progress - March 2018 - 56
Quality Progress - March 2018 - 57
Quality Progress - March 2018 - Marketplace
Quality Progress - March 2018 - 59
Quality Progress - March 2018 - Footnotes
Quality Progress - March 2018 - 61
Quality Progress - March 2018 - 62
Quality Progress - March 2018 - 63
Quality Progress - March 2018 - Back to Basics
Quality Progress - March 2018 - cover3
Quality Progress - March 2018 - cover4
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