Posts Tagged ‘Qualitytweet’

Quality #14: Process Improvement and 3E’s

by Tanmay Vora on January 25, 2010

The next installment in the QUALITYtweet series is: Process Improvement and 3E’s

Here are the first thirteen 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
  10. Quality #10: Inspection can be a waste if…
  11. Quality #11: Driving Change Through Leadership
  12. Quality #12: Middle Management and Quality Culture
  13. Quality #13: Reviews can be fun (if done right)

#QUALITYtweet Lack of 3E’s can be your biggest road blocks

in improvement journey. Empowerment, Education,

and Empathy

There are many reasons why a lot of improvement initiatives fail. However, top three reasons for most of the failures are:

1)      Lack of Empowerment

2)      Lack of Education and Training

3)      Lack of Empathy

Lets carefully look at each one of these culprits, and what you can do about it:

Empowerment

All improvement starts from the top. Most of the top leaders would claim that they want their processes to improve and efficiencies to increase. However, their best intentions to improve processes do not translate into actual commitment to improve. They assign responsibility of process improvement to a group but tend to bypass the processes themselves for short-term benefits. Worst yet, they assign responsibility of process improvement to a team and then reallocate the same team when faced with an immediate need of those resources. Leaders set a wrong precedence when they do this, and often create a culture where bypassing processes is considered normal. Lack of empowerment also means that people are not allowed to make mistakes. As a consequence, people responsible for or interested in process improvement initiative soon lose interest and move on and organization looses substantial time and effort already spent so far.

What can you do about it?

  • Map your intentions with your actions on process improvement.
  • Assign ownership and divert all communication related to improvement at one point.
  • Set expectations clear on goals and purpose of process improvement initiative.
  • Welcome innovation and let your improvement team make mistakes.
  • Announce your process improvement goals and track the progress.
  • Announce the results as well.
  • Periodically review improvement efforts and results.

Education

Either most people are not aware of the best practices or they don’t know how to apply those practices in given situations. Technology folks are deep into technology, but they don’t necessarily go deep into processes and practices. This is where continuous education is required. People need to be trained on processes and best way to implement them. When people don’t know the process, no wonder they will not use it optimally.

What can you do about it?

  • Set up a process training calendar throughout the year.
  • Ensure that all new processes, practices are propagated across the organization.
  • Set up a process advisory function for current/new projects.
  • Create best practices group and empower them to explore/share their expertise.
  • Have right knowledge management tools that help you in spreading process awareness.

Empathy

Process improvement can only be effective when process has an “empathy” element into it. If applied rigidly, processes can become your biggest barrier in solving your customer’s immediate problems. Empathy means accepting that processes may still not be able to solve all your/your customer’s problems. Empathy also means accepting that processes cannot be rigidly applied to all situations.

What can you do about it?

  • Understand the situation in which processes are applied.
  • Understand the larger context.
  • Assess if processes can be applied in an “as-is” state or would it need some tweaking.
  • Learn from unique situations and improve processes to include those scenarios.

As a first step to your process improvement journey, even if you focus on these Three E’s, your journey will become much easier and fun

Quality #3: Great People + Good Processes = Great Quality

by Tanmay Vora on November 11, 2009

This is the third part of a 12-part series titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first two 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

#QUALITYtweet No certification will

save the project if you staff it with

poor resources

Great quality is always a result of good people working passionately towards organizations goals. People can be your strongest (or weakest) link that has the strong influence in quality of your deliverable.

In the process improvement initiative, if due consideration is not given to the people aspect, processes manuals and specifications can easily give you a false confidence that everything will go as per the process. People form the core of any project because they write specifications, understand, design and develop your solutions.

I believe that organizations need good people to deliver quality – process acts as a catalyst to drive the success and manage risks. People are always the strongest or the weakest link in the success or failure of a project.

One of the key challenges for managers/leaders is to build a “quality aware” team where people know that quality is everybody’s responsibility.

For example, having a set of development guidelines or testing guidelines does not stop an individual from developing a bad product. Ability to develop a good product, associate it with business understanding and finding optimized ways of accomplishing things is an art – an intrinsic ability. Focus should be on people because they develop solutions with the help of a process (whether a formal or personal process).

Processes help you create a right management framework, manage risks, measure outcomes and take right decisions. Processes should act as a tool and help people perform better. Knowing the priorities, business model and having insight on what has really worked for you in the past is crucial to see that processes drive growth and not become an overhead.

Recipe for great quality is to have right people following right processes employing right tools at a right time.