Jack E. West’s picture

By Jack E. West

If any clause in ISO 9001 has increased in importance since the release of the standard’s 2000 edition, it must be subclause 7.4 on purchasing. Not that the relative importance of the words has changed, but rather purchasing and outsourcing have become much more common and important in our day-to-day business. So the relatively small subclause on controlling purchasing may be much more important now than it was back in 2000. (I addressed outsourced processes in my May column, “Is a Controlled QMS Possible?” More about them later.)

Tom Pyzdek’s picture

By Tom Pyzdek

The gold standard for modeling the future in a business environment is the designed experiment. Design of experiments (DOE) is a well-developed approach to planning and executing controlled manipulations.

Somewhat less respectable are models derived from historical data. It makes sense to utilize as much of this information as possible, but caution is required. Problems you may encounter are:

Tom Pyzdek’s picture

By Tom Pyzdek

The quality and process improvement professions tend to rely heavily on statistical information. The very science of quality control can be said to have begun with Walter A. Shewhart’s development of the control chart and discovery of the concepts of special cause and common cause variation. But few would argue with the statement that there is a downside, and a dark side, to statistics. I hereby present a few examples of good, bad, and ugly statistical usage.

Tom Pyzdek’s picture

By Tom Pyzdek

The following personal stories concern vehicles produced by the automaker that invented lean and is world-famous for its efficient manufacturing operations:

My old SUV’s bright headlights don’t work. When I hit the switch for the brights, the headlights turn off completely. This will cost me $400 to fix because it requires replacing an entire steering wheel subassembly.

Scott Paton’s picture

By Scott Paton

It’s that time of year when we look back at what we have accomplished, at what we’re thankful for, and what lies ahead in the year to come. What a year 2008 has been: skyrocketing (and plummeting) fuel prices, an election that seemed like it would never end, a flood of foreclosures, a bunch of bank failures, and a sinking stock market.

Scott Paton’s picture

By Scott Paton

I am a creature of habit. I have favorites (authors, foods, directors, friends, family members, books—not necessarily in that order) that I like to revisit every so often. This is particularly true when I’m stressed out. I reread The Hobbit and Siddhartha every few years, and, of course, I have my annual So I Married an Axe Murderer movie festival.

H. James Harrington’s picture

By H. James Harrington

One of the major causes of TQM and Six Sigma failures is selecting the wrong project. This selection is probably one of the most important decisions that management can make to support the improvement process.

There are many approaches that can be used to select projects. They range from management intuition to complex analyses of how the processes affect business opportunities. I will show you a weighted selection approach that is effective, using a health care example.

Jack E. West’s picture

By Jack E. West

Does ISO 9001 require controlled processes for improvement? By now, I think most users would agree that it does. The requirements for that controlled process are simple to describe. They start with planning.

H. James Harrington’s picture

By H. James Harrington

I’m often asked, “Of all the stakeholders, which one is the most important? Which one is the most valuable resource that the organization must be sure is satisfied?” Let’s look at who the stakeholders are.

Investors

Management

Employees

Customers

Suppliers

Employees’ families

Community

Jack E. West’s picture

By Jack E. West