Quality Progress - June 2014 - (Page 8)

EXPERTANSWE R Driving service quality the tone of the conversation changed. Q: How do you drive quality for an IT depart- When the retail bank saw how small the Quality maturity models are broken ment in the service sector, such as at a bank? actual downtime per branch was, the IT down into levels, with each level being department was able to become proactive characterized by traits of your current and and begin efforts to reduce the downtime future states of quality. The first levels have even further. It would have been difficult few characteristics associated with them. A: Many will say to drive quality in IT, you to change the relationship with that client As you move up, you will find that the must focus on using methods such as the without that metric. information under each level increases. You Zaheer Ahmed Riyadh, Saudi Arabia capability maturity model integrated (CMMI), It's important to ensure that metrics are should be able to help leverage this tool. also will notice increased granularity as you lean Six Sigma or the project management linked to problem areas. In the past, opera- body of knowledge. While many organiza- tional leaders would approach a continuous tions struggle with which improvement improvement team and say, "We need your element of the maturity model. You may find method to use, their operational area's ser- help." That's honorable, but knowing which metrics at level one are ad hoc or nonexis- vice delivery to internal and external clients critical problems to focus on is important. tent. Level two may have metrics as present, is feeling the impact of poor quality. If you are interested in driving quality In that vein, if you happen to be on the move up the levels. As an example, metrics should be an but purely reactive in nature. Level three receiving end of IT service (Who isn't these may have metrics as present and used as within an IT department in a bank, there are days?), ask yourself, "What is keeping me up needed. Level four may say that they are three avenues to focus on: at night?" or "What is my No. 1 problem?" integrated into each area and supported 1. The problems. Then, ask yourself, "Do I have metrics or by measurement system analysis. Level 2. Moving from problem containment to goals relevant to those problems?" Chances five may represent proactive use of data, are, the answer will be no. If the answer is generated by both internal (client needs) and no, don't be discouraged. This is a common external (benchmarking) perspectives. problem and a great way to find out where Using these tips, pull a small team true root cause. 3. Leveraging a maturity model. First, focus on the problems, not the method. Using a hybrid, pragmatic approach to method selection is a good way to pro- to focus quality or improvement efforts. Second, moving from problem contain- ceed. In addition, you may want to leverage quickly be noticed and appreciated. ment to true root cause is another great metrics to help you identify where to focus. together and get started. Your efforts will place to focus. Many IT shops stop at contain- Many IT service areas have metrics, but Keith Wagoner AVP Partner Solutions ment and fail to move to true root cause. few of those metrics are linked to known problem areas for clients. Sometimes, IT that stops the bleeding and restores service, departments don't measure what matters but that doesn't address the root cause. Lincoln Financial Group Containment is generally defined as the effort for their clients. In a previous career at a Improvement only starts when you sys- Greensboro, NC REFERENCE 1. Keith Wagoner, "8D Solutions," Quality Progress, November 2009, pp. 8-9. major bank, my department was getting tematically start looking for true root cause. feedback from the retail area that network Team-oriented problem solving is useful Evaluating equipment operations were causing major downtime. for this as it forces the distinction between Q: How do you evaluate capability of equip- Staffing issues resulted from the systems containment and true root cause. ment such as pumps, heat exchangers and going down, and the staff members had to refer to hard-copy ledgers. There was an effort to normalize the 1 Third, using a maturity model can be furnaces? helpful for getting started on implementing Rajendra Prasad Yalamanchily quality in any area. The notion of a maturity Secunderabad, India actual downtime data across all of the retail grips with where they are on their journey. A: Capability evaluation of equipment deals and turned out to be extremely beneficial. If you have a resource on your team with with studying the process and output of the After that metric was produced and shared, 8 model is that it forces users to come to branches. This had not been done before an in-depth quality background, he or she equipment with respect to its ability to fulfill QP * www.qualityprogress.com http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - June 2014

Up Front
LogOn
Expert Answers
Keeping Current
Mr. Pareto Head
No Weak Links
Need for Speed
Solid Base
Insurance Policy
3.4 per Million
Quality in the First Person
Career Corner
Statistics Roundtable
2014 Software Showcase and Directory
QP Toolbox
QP Reviews
Back to Basics

Quality Progress - June 2014

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