Quality Progress - December 2013 - (Page 6)
Account for complexity
them." We also should remember that
While reading the conclusion of Mustafa
ASQ's manager of quality certiﬁcation
Ghaleiw's article, "Quality vs. Safety"
also includes organizational excellence.
(September 2013, pp. 22-27), which states
Prashant Hoskote highlights this in an
that quality should be ﬁrst in everything
article: "Too many quality leaders are
the industry does or processes won't
practitioners-tactical thinkers who are
be safe, I became quite uncomfortable
more absorbed with methods than with
because it does not adequately reﬂect the
business needs and organizational out-
complexity of offshore development proj-
comes ... quality must prove its value."1
ects. It is unrealistic to think that a single
As quality professionals, we should
discipline would have sufﬁcient expertise
always establish that requirements are
to envelop all systems and processes. For
documented and understood, adequate
instance, the bow tie and safety-critical
resources and competencies are in
elements examples that are presented are
place to execute, and records will be
generally owned by the risk management
generated that requirements were met.
and process safety engineering teams,
In my opinion, this is the overall highest
quality risk to the business.
Similarly, document control is owned
Quality professionals do not need to
by project services, record control by
replace subject matter experts in every-
information management and assurance
thing to achieve these fundamental pillars
reviews are conducted by an independent
The latest episode of ASQ TV covers standards and auditing.
In the episode, learn why ISO 9001 is
being revised, hear how to prepare for a
standards audit and get a refresher on the
Watch for the next episode, available Dec. 17,
which focuses on careers
in quality. Visit http://
videos.asq.org to access
the full video library.
of safety, compliance and documentation.
safety and operation group function.
For example, equipment performance
The quality discipline in oil and gas
teams should set the functional design
projects is conﬁned to quality control
input requirements, and reliability teams
activities, such as planning for product
should be in place for projects. But this
realization and validation of manufac-
quality improvement concept is not well
turing processes via the deployment
established in the industry.
of inspectors. This set of activities is
comprehensive and complex in itself,
with multiple interrelated processes and
process veriﬁcation requirements, leading
to regulatory acceptance of the asset by
the regional authority to operate.
Quality professionals in the oil and gas
1. Prashant Hoskote, "Quality-It Isn't What You Throw
at a Problem," Quality Management Forum, Summer
2013, pp. 1-4.
Quoted on quality
Just read the new issue of Quality
Progress ("Words to Work By," Novem-
maintain the focus on the requirements of
ber 2013, pp. 18-25). Fantastic work!
customers-the users of the asset. I refer
Very well compiled, as always, and fun
to Oscar Combs' article, "Standard Wise,"
to read! Thank you for publishing my
(September 2013, pp. 16-21): "The ability to
quote-it feels great.
meet requirements is directly correlated
with having an initial understanding of
QP * www.qualityprogress.com
Find the latest news, quips and targeted
content from QP staff.
Executive Editor & Associate
Publisher Seiche Sanders:
Associate Editor Mark Edmund:
Assistant Editor Amanda Hankel:
Contributing Editor Megan Schmidt:
industries should act as integrators to help
Table of Contents for the Digital Edition of Quality Progress - December 2013
Read Their Minds
Mr. Pareto Head
Behind the Results
Overview of the Money
Earnings Rise With Experience
Certifi ably Valuable
Rewards for Master Black Belts
The Service Quality Platform
3.4 per Million
Quality in the First Person
ASQ Enterprise and Site Members
Back to Basics
Quality Progress - December 2013