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By John E. (Jack) West

Without a doubt, the most significant issues about implementing the control requirements in section 7 of ISO 9001 have been related to subclause 7.3 on design and development.

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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.

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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.

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By Scott Paton

As of this writing (mid-July 2008) gasoline at my local Chevron station is selling at $4.57 per gallon; rows of giant SUVs sit unsold at the local car dealers; my home energy bill for month of June was $527; airlines are parking jets, dropping routes, and charging passengers for checking bags and seat selection; politicians argue over drilling offshore, building new nuclear power plants, and installing wind farms off the scenic shores of famous politicians’ homes; and, somewhere, Al Gore is smiling.

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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.

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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:

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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.)

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By Scott Paton

I‘ve been doing quite a bit of home improvement recently--installing new flooring, painting, etc. I’ve got a few sore muscles but the sense of pride in my achievement (plus the money I saved by doing it myself) makes it all worthwhile.

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By H. James Harrington

Last month we reviewed how Ford Motor Co.’s lean concepts were slowly phased out of the organization. The concepts, however, weren’t lost: Toyota realized their potential and improved upon them.

Toyota’s chief of production, Taiichi Ohno, embraced Ford’s concepts wholeheartedly. He applied them to machining operations and then to other areas of production. As a result, the Toyota Production System (TPS) was born in the 1960s and nurtured through the 1970s.

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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.