Point to Ponder

Recently one of my linkedin contact [wont dare to put his name here ] posted a question in Q&A section and i quote:

“How do we integrate Six Sigma tools and methods into the work we do daily to serve our customers?”

Further elaborating his question he goes -

” – Question arises as to how do we successfully integrate 6-Sigma into our management systems and as a foundation for an organizational improvement process that is an integral part of how we do business? Can anyone please share his/her personal and professional experiences and challenges that any organization comes across in terms of a paradigm shift and change management, while implementing business/quality initiatives like 6-Sigma. And how to ensure that it doesn’t die down with the passage of time …”

There have been quite a few replies from different domain experts. I too responded to it (paste later below). However the point i want to stress here is the fact that nearly all the replies and the question itself indicates a very important aspect; that Process improvement, Quality management implementation and Process efficiency tools and methodologies like 6-sigma, CAPA etc require continuous focus from senior management. Indeed it is a big paradigm shift.

Indeed I still remember the time when our organization was introducing the Telecom QMS standard via roadshows across the country, we too were posed with questions that at times disappointed the Project team. Esp the ones like “Is it something like SOA?”, “No” was my response. “Oh.. then this might fizzle out like the other standards we worked on” This time round only a was the response.

There is a single slider (6-Sigma-PM-QMS) that we worked upon while we tried to blend the process improvement (6-sigma), Project Management Methodology and QMS implementation.

This might be able to provide some insight to the quality professionals as to how the three areas can best utilized to achieve organizational goals.

The very first thought that might come to the readers mind (part of my professional network :p ) would probably be..”Ahh what a crap.. He is trying to project his own role in”. No dears that, is not the case (am not working in QA anymore).

Coming back to the post subject, in my humble opinion the value of quality professionals (quality as in the process development / improvement and not the network performance guys tweaking element level parameters) in service industry is always down-played. Unless and until the organization has a greater objective to serve its purpose, the professionals are not much in demand. Talking strictly of the local market, QA / QC always takes the backseat.

The quantity over quality stigma remains there. QA /QC and audits go hand in hand. One cannot expect a line function to do its task and do the quality function at the same time. The results are ought to be biased however honest or loyal an employee. This is basic human nature.

The value of such a function remains always there. Discussing the subject of how the division had rightly qualified for a QMS standard, One of the top exec of the organization goes “Ok, but does it save me any money”.  You are bound to be awestruck by such statements. Initiatives like these are driven from the top management and once they are not into the groove, all effort and time seems to be go down the drain.

The bottom is Quality standards do not provide you financial efficiency. There are other ways of handling it and beyond the scope of a QMS office.

Quality is a very relative term. For a customer sitting in the remote areas of Pakistan, it could mean a steady signal and crystal clear voice while talking to the loved ones; it could be steady internet browsing and emailing experience, for an executive in an urban city.

..To be contd…

One of the most challenging aspect in a work enviroment is Change Management. Whether is relates to some procedural change at grass root level or some product introduction, change is resisted.

This is better digested if it is coming top-down (from higher ups). But the air of discontentment is felt. Taking the last customer satisfaction post one step further, one way of improving it is to go for a Quality management system.

Going through one such phase in my work place, the readiness or should i say willingness to adapt to this upcoming change is on the lower side of the measurement scale. Some term it as another form of bringing in bureaucracy in work flows, others simply resisting it because it will highlight and measure the effectiveness and efficiency of their procedures.

Not owning this change is the biggest challenge. One of the ways adopted to tackle it, is to bring the change or get it enforced top-down. Then again the buy-in is not high. Another method is to have one-to-one meetings with line managers and explain them “Whats in it for me?” Try to ward off the fear of additional work and explain the positive aspects of change.

Once there is acceptability, then constant training can lead to a successul change across the board.