Too often, managers approach operating problems
solely from a creative perspective, searching for solutions before they
have clearly identified the source of the problem.
Such a mistake can make continuous process improvement
efforts -- whether in plants or office environments -- frustrating for
both staff and managers. The solution focuses on the wrong problem so
the problem recurs.
Applying TQM to Continuous Improvement
Ideally, when faced with a problem, you should first
be sure of the cause. And TQM tools are effective in helping identify
the nature of a problem as well as measure the impact on the problem of
remedial efforts.
Among the common TQM tools are these:
Control charts. These display the results of statistical
process control (SPC). They provide a visual means of knowing if a product
or activity is within normal specifications.
Pareto charts. Based on the 80/20 principle -- that
80 percent of results are caused by 20 percent of causes -- Pareto charts
can help managers attack the 20 percent of causes that are responsible
for the 80 percent of their quality problems.
Fishbone diagrams. The problem or defect is written
at the head of the chart, and branches are drawn from the backbone indicating
potential causes and effects.
Run charts. Also called trend charts and line graphs,
they are essentially a running tally of data points over a specific time
reference.
Histograms. These are also known as bar charts, and
they enable users to see a comparison between two or more items.
Scatter diagrams. Despite their scattered appearance,
they can illustrate how one aspect of a tool relates to an apparently
different aspect.
Flow charts. Also called input-output charts, they
are a visual representation of the steps in a specific work activity.
Avoiding the Pitfalls
Managers who don't incorporate TQM tools into
their operations soon learn that focusing on symptoms rather than causes
is the greatest stumbling block to improving quality. Even experienced
managers find it difficult to distinguish between symptoms and causes.
Yet it is critical to identify the causes, or a manager can spend an entire
career chasing elusive symptoms.
|
