Posts Tagged ‘inspection’

Quality #10: Inspection can be a waste if…

by Tanmay Vora on November 20, 2009

Quality InspectionWelcome to the tenth post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first nine posts, in case you would like to go back and take a look:

  1. Quality #1: Quality is a long term differentiator
  2. Quality #2: Cure Precedes Prevention
  3. Quality #3: Great People + Good Processes = Great Quality
  4. Quality #4: Simplifying Processes
  5. Quality #5: Customers are your “Quality Partners”
  6. Quality #6: Knowing what needs improvement
  7. Quality #7: Productivity and Quality
  8. Quality #8: Best Practices are Contextual
  9. Quality #9: Quality of Relationship and Communication

#QUALITYtweet Formal inspections can be a

huge waste of resources if you have not invested

in getting it right the first time

The goal of any process improvement initiative is to prevent same problems from occurring again. New problems are an opportunity to identify areas of improvement but same problems occurring repetitively is a sign of stagnation.

As someone rightly said, “Quality can never be inspected in a product; it has to be built first.” Processes have to help identify the quality expectations from the customers and translate those expectations into a practical action plan to build/verify quality constantly.

Inspections done at the tail end of product life cycle can eat a huge chunk of your budget because later the problems are found, costlier the resolutions. On top of that, if you have not “engineered” quality in a product, inspections can be a huge waste. You can never verify something you have not built upfront.

In manufacturing world, it is very unlikely to find that a component is inspected after it is integrated in the product. The very idea of inspecting everything after completing all product development is a dangerous one – one that has many business and financial risks associated with it.

This is where “prevention” is always better than “cure”.

Don’t get me wrong. Inspections are still one of the best ways to find problems. The timing of inspection is very important.

When inspections are done earlier in development process:

  • Fixing problems is less costly
  • Early identification of critical risks helps you manage them proactively
  • Lower risk of failure at the end

Following are some very simplified guidelines on how inspection activity can be leveraged to generate value and lower risks for your customers. Each one of these points can be a process in itself.

  • Know customer’s quality expectations early and educate team
  • Clarify the exact customer requirements (and be ready for change)
  • Give thoughtful consideration to a robust product design
  • Plan actions to ascertain that quality expectations are built in the product
  • Inspect Early and Inspect Often in cycles
  • Each cycle of early inspection reduces risk of failure
  • With this, final cycles of inspection can focus on “value-delivered-to-customer” rather than “defects-found-at-the-tail-end”.

The process of inspection can be your biggest asset if you have invested early efforts in building quality and then inspecting it. Else, it can be a huge waste.  Reduce this waste and you will automatically start forming a culture where “building quality” always takes precedence over inspecting. Your journey towards a quality-oriented culture begins there

Quality #8: Best Practices are Contextual

by Tanmay Vora on November 18, 2009

Welcome to the eighth post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first seven posts, in case you would like to go back and take a look:

  1. Quality #1: Quality is a long term differentiator
  2. Quality #2: Cure Precedes Prevention
  3. Quality #3: Great People + Good Processes = Great Quality
  4. Quality #4: Simplifying Processes
  5. Quality #5: Customers are your “Quality Partners”
  6. Quality #6: Knowing what needs improvement
  7. Quality #7: Productivity and Quality

#QUALITYtweet The best practices are contextual – they

worked well for someone in a given context. Are you

applying them in the right context?

Imagine a doctor prescribing a standard medicine based on common symptoms without carefully analyzing other ailments and patient history. A doctor knows the best medicine to cure a particular ailment, but he would look at a patient’s context and then decide if the “best medicine” is really best for a particular patient.

Process managers play a role of doctors for the organizations. They have to identify all possible problems (symptoms) and then suggest a solution (medicine). Best medicines for different types of ailments are termed as “best practices” in business.

Best practices are a set of processes that, in a given context, have the best likelihood of delivering quality products or services. In equation of context identification, some of the variables are:

  • Your goals as an organization
  • Market segment you operate in
  • Your target customers
  • Nature of your product / services
  • Types of customer you already serve
  • Team capabilities and internal alignment
  • Management commitment and sponsorship to improvement initiatives
  • External market pressures (e.g. recession)

The list can go on. Best practices often tend to ignore these variables because they worked in past for someone in a particular context. Their context may be different, but never a static one. Implementing best practice without considering organization’s context is like prescribing a standard medicine without looking into symptoms. Both can be equally dangerous!

So how are best practices useful? Studying best practices can give you some very useful insights on possible solutions for your business challenge. They offer alternative perspectives on ideas that can minimize your risks.

For process improvement experts, having access to best practices can be their biggest asset. But their ability to apply those best practices in an organization’s context is absolutely mandatory for success. As a professional, there is no fun in having a best practice for everything and a solution for nothing!

As an organization, you can leverage best practices by carefully studying them and mapping with your unique business challenges. For this, improvement managers need to understand nuts and bolts of business. Once the context is understood, best practices can become your best guide so that you don’t have to re-invent the wheel. Depending on context, you can either implement a best practice as it is or select portions of a best practice that can be most useful for your context.

Simply believing that a best practice will work for you just because it worked for someone else in the past and applying them in vacuum can harm you more than it can help.

There are no silver-bullets in business and things like context and innovation does play a huge role. As one of the Dilbert comic says – “If everyone is doing it, best practices is the same thing as mediocre”.