I believe: Proficiency with quality tools facilitates accelerated transformation. How often have you observed that quality is an orphan in an organization? As a result, quality does not find a place in strategic planning. Quality remains a mundane quality control function in operations. In my …
I believe: Quality Improvement requires left-brain and right-brain thinking. As discussed in Quality Capsule 5, chronic problems can be solved using a structured quality improvement methodology. There are four key steps in the quality improvement methodology:1. Problem Definition2. Problem Diagnosis3. Problem Remedy4. Locking the Improvement. …
Lessons Learned in Quality Capsules 1 to 4 Quality Capsule 1: What is Quality? Quality is fitness for use. This basic definition branches into two arms:1. Quality = Product features that meet customer needs2. Quality = Freedom from deficiencies along the entire supply chain Quality …
Language of Money I believe: Halving your Cost Of Poor Quality (COPQ) can double your profit. How often have you observed that we budget for inefficiencies? Once these inefficiencies are budgeted for, there is no alarm. Chronic problems breed inefficiencies. Example: We maintain incoming goods …
Quality Improvement I believe: Continuous Quality Improvement can be the most rewarding profit-centre for an organization. How often have you observed organizations boasting about the number of quality improvement projects in their organization? Much activity. No results. The reality is that 20% quality improvement projects …
I believe: Quality is a top-down discipline. How often have you observed that the operations department is blamed for product failures? It is so frequent that they have learned to accept the blame without resistance. They move on till the next time they are blamed. …
