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The Weakest Link In Any Quality System June 29, 2013

Posted by Tim Rodgers in Management & leadership, Quality.
Tags: , , , , , ,

It’s time to start writing again. I officially re-joined the workforce in mid-March and I’ve been very busy with starting a new job and relocating to Colorado. While I’ve had a lot of time for reflection, there’s been little time for composition. Now I want to get back into a blogging rhythm, for my own benefit if for no other reason.

I’m managing a quality department again, and it’s another opportunity to establish a quality system of processes and metrics that can enable the business to “meet or exceed customer expectations” at a reasonable cost. In that role I’ve been spending a lot of time understanding how the company measures quality, both externally (field failures, service calls), and internally (factory yield, defective parts received). These measures must provide an accurate picture of the current state of quality because any set of improvement plans will be based on the perceived status and trends over time. If the measures are wrong we will dedicate ourselves to fixing the wrong things, which means either lower priority targets (missed opportunity), or trying to fix something that isn’t broken (process tampering).

Unfortunately almost all of the current quality measures are compromised because of a fundamental weakness: the human element. We’re counting on individual service reps, factory assemblers, inspectors, and others to log their findings correctly, or even log their findings at all. I’m not sure which is more damaging to our quality planning: no data or invalid data. Either way we’re in danger of running off in the wrong direction and possibly wasting a lot of time and energy on the wrong quality improvement projects.

So, how can can get our people to provide better input? Sure, we can impose harsh directives from above to compel people to follow the process for logging defects (not our management style). Or, we could offer incentives to reward those who find the most defects (a disaster, I’ve seen this fail spectacularly). I think the answer is to educate our teams about the cost of quality, and how all these external and internal failures add up to real money spent, and potentially saved by focusing our improvement efforts on the right targets. Some percentage of that money saved could be directed back to the teams that helped identify the improvement opportunities.

My plan is to hit the road, going out to our service reps and our design centers and our factories and our suppliers to help them understand the importance of complete and accurate reporting of quality. I need everyone’s commitment, or else we will continue to wander around in the dark.



1. Julie - June 29, 2013

Congratulations on the new job! I know you will find a way to engage the employees and improve quality. Colorado will be a big change, but if you could do the China stint, Colorado might be fun. Best of everything!

2. summeraustin007 - June 29, 2013

Congrats on your new job! I enjoy reading your blog and look forward to seeing more updates.

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