In the previous issue we discussed that when a company reaches a certain size, clear standardized procedures are necessary for the company to meet its own quality expectations. This is especially important in an international company like LASER COMPONENTS where these structures must be implemented and practiced across language and cultural barriers. This is my job as chief quality officer. At first, you stand in front of the elephant thinking: “How am I supposed to eat this huge animal?” Well, we start by carving the roast to make it more digestible. The first big slice is called “structure,” and even this slice has to be cut into smaller, bite-sized pieces.
There Is No Such Thing as No Structures
Structures do not emerge from nothing. In every company – even in the most chaotic workplaces – structures are already in place when the quality manager starts his work. Some of these structures are clearly visible and recorded in an official organization chart. But there are always the hidden structures, ingrained working methods, and “unofficial channels” that have been established over the years. Both are equally important for my work. Therefore, the first thing I have to do is to scan the existing structures in order to create a solid data foundation and determine system interfaces. From this, I can determine the so-called “maturity level” of various subject areas. Models such as the Excellence Model of the European Foundation for Quality Management (EFQM), its American counterpart, the Malcolm Baldrige National Quality Award, and the Capability Maturity Model (CMM) help me do just that.
It Begins with an Audit
No matter which model is used, the audit is always the first step. The word alone causes panic among many employees! “Oh, God! An audit is coming! What have I done wrong?” In reality, however, it is not as bad as it seems. The Latin scholar knows that the word “audit” comes from “audire,” which simply means “to hear.” And this is exactly what a good quality manager does first. He listens to what he is told. The more he listens, the better he succeeds in taking clear inventory and understanding the structure. Different audits are performed depending on the subject: While a process audit scans the process chain with the customer in mind, a 5S audit is about making the workplace and its environment safe, clean, and neat. The value stream analysis – which is referred to as makigami (paper roll) in Japanese – examines the efficiency of individual processes.
Experience Is a Must
These different models and procedures provide a rough framework for orientation. But which filters and comparison parameters are really needed? On the one hand, there are clearly defined standards, laws, and specifications that can be evaluated quite objectively. However, the most important and dangerous criterion is the personal experience of the quality manager. It is important because we are always dealing with people, and experience is required to recognize the small details and correlations; but it is also dangerous because the QM is also only human.
A crucial part of my work is to always remain neutral in terms of value system and impartial. Your own preconceived notions and stereotypes can be extremely obstructive in structural analysis. Again, the role of QM is one of juggler and trainer: He works with people and should contribute to the optimal utilization of each individual’s potential and the creation of an effective relationship network. His job is to find that positive balance between valuing what has grown and making it clear that growth will not continue if everything stays the same as before. He must be aware that repeatable, measurable, and standardized processes (delivery engine) are just as important as innovations that originate from creative chaos (design engine).
The Wheels Must Turn
The seven most expensive words for a company are “We have always done it this way.” This also applies to quality management. The wheels of improvement should never stop turning, so it makes sense to use scanning tools regularly and make them a natural – almost daily – part of the business of process management. Then we can be sure that we are getting a little better every day.
