Lights, camera, action! Sound familiar? Given the continuous release of movies, we are all familiar with this phrase. But what does this have to do with the quality profession or strategy?

“Lights” make more visible the area to be captured on film. “Camera” indicates the readiness of the equipment or personnel to begin recording. These steps essentially create the framework within which the action is to take place; it provides a clear boundary within which the actors are to limit their movements and keep the background (or context) in perspective. And of course, there’s “action” toward the end result. “Lights, camera, action” eventually lead to a deliverable that the producer expected.

How does this differ from the many continuous improvement initiatives currently experienced in the business environment? For example, Six Sigma’s define, measure, analyze, improve, control (DMAIC) starts by defining the problem—or throwing light on the issue to be addressed. Clarifying the problem helps the project team gather the necessary data to measure and analyze to ensure they are “focused” on the correct issue. The “action” occurs during the improve and control modes.

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