There Is No Such Thing as No Structure
Structures do not emerge from nothing. In every company, structures are usually already in place when the quality manager starts his work. Some structures are clearly visible and recorded on an official organization chart. But there are hidden structures, ingrained working methods, and “unofficial channels” that have been established over the years. Both are equally important for my work. The first thing I need to do, is scan the existing structures to create a solid data foundation and then determine system interfaces. I then have a good understanding of the “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 achieve this.
It Begins with an Audit
No matter which model is used, an audit is always the first step. The word alone can cause panic among many employees. “An audit is coming! What have I done wrong?,” is generally the first thing that comes to employees’ minds. The reality is not as bad as it seems. The Latin scholar knows that the word “audit” comes from “audire,” which means “to hear.” This is what every good quality manager does first. They listen to what is being told. The more I listens, the better I succeed in taking an inventory and understanding the structure. Various audits are performed depending upon the subject: A process audit scans the process chain with the customer in mind, while a 5S audit is about making the workplace and its environment safe, clean, and neat. The value stream analysis, commonly referred to as makigami (paper roll) in Japanese, examines the efficiency of individual processes.
Experience Is a Must
All the various models and procedures provide a rough framework for orientation, and determine which filters and comparison parameters are really needed. On one hand, there are clearly defined standards, laws, and specifications that can be evaluated objectively. However, the most important and dangerous criteria, are the personal experiences of the quality manager. We are always dealing with people, and experience is required in recognizing small details and correlations, but can be challenging as the QM is also human.
A crucial part of my work is to remain neutral in terms of value systems and impartiality. Preconceived notions and stereotypes can be very obstructive in structural analysis. The role of QM is one of a juggler and trainer: We work with people and therefore should contribute to the optimal utilization of everyone's potential and the creation of an effective relationship network. My job is to find the positive balance between valuing what has already been grown and then making it clear that growth cannot continue if everything stays the same. I 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. It is important to use scanning tools regularly and make them a daily part of process management. This ensures that we get a little better every day.
