Systems & Methods

Improvement Tools

Welcoming problems: One major pre-requisite for improvement is the ability to root out problems and solve them effectively. For this reason, Total Quality Management will rely heavily on a methodical approach to problem solving, based on the following principles:

· The process starts with an unbiased examination of process weaknesses.

· Problems are tackled in a systematic and reasoned manner, with the emphasis on hard facts rather than subjective opinion.

· Priority is given to the whole process performance rather than isolated results, which may well prove unsustainable.

· Each problem is methodically traced back to its original root cause before A definitive solution is sought.To tackle the vast range of possible problems, the company needs a whole panoply of methods.

The ‘Five Ss’ are the initial letters of five Japanese words covering elementary place-of –work housekeeping:

· Organisation

· Neatness

· Cleaning

· Standardization

· Discipline.

By rooting out deeply entrenched problems at the place of work, the 5S programme heralds in a major transformation to grass-roots working practice, backed by in-depth staff awareness on the importance of good housekeeping. By virtue of its rigorous approach and far-reaching effects, 5S is universally recognized as a cornerstone in Total Quality Management and as the most effective way to educate staff on basic quality principles.

Problem solving: Problem solving is a robust grass-roots expression of improvement-oriented corporate culture and as such it represents a powerful tool in the company’s quest for sustainable change. Practical problem-solving activity is beset by a number of difficulties:

· The most serious difficulty stems from incomplete understanding of problems and inaccurate diagnosis of their true causes. Successful analysis requires accurate observation of facts and direct on-the –ground investigation.

· Other difficulties arise from unclear or non-existent reporting of problem-solving activities. Clear succinct reporting, to a standard model, brings many advantages:

-It facilitates communication within the work group.

-It consolidates in-depth understanding of the problem-solving methods among work group members.

-It enables the company to develop a constantly expanding know-how base and thus facilitates the deployment of successful problem-solving actions.

· Further setbacks concern the risk of backsliding; once a problem has been solved, we must make sure it stays solved. For this reason, each successful problem-solving action must be followed by a lasting change in working practice. And to make sure the change is lasting, we write up and enforce a new work standard. The work standard should do no more and no less than give clear, sufficient and succinct coverage of all points where non-observance of instructions would be liable to cause defect or waste. Work standards that meet this criterion make a vital contribution to preventing non-quality.

Seven New Management Tools: The seven New Management Tools are capable of tackling managerial problems and accommodating verbal data (i.e. problems that cannot be expressed in figures). They are especially suitable in non-repetitive service and sales contexts.