{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

If It Ain’t Broke…

Problems with narrowly defined projects

Donald J. Wheeler
Mon, 01/30/2012 - 11:17
  • Comment
  • RSS

Social Sharing block

  • Print
  • Add new comment
Body

The objective of all improvement projects should be to improve the effectiveness, or the efficiency, of the core processes. Everything else should be secondary to this objective. If you improve the efficiency of a support process, or even a portion of the core process, but at the same time lower the overall efficiency of the core process, what have you gained?

ADVERTISEMENT

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Comments

Submitted by vunderbolt on Thu, 02/02/2012 - 17:41

Did you manage to convince the Company?

Dear Donald, Your article again highlighted the obvious (in hindsight). I thought of a story my father always told: There was a man that believed that he was a grain of corn, which is staple food for chickens. As such he was dead scared of any chickens. He went for some psychological treatment and eventually the psychologist convinced him that he is not a grain of corn and does not need to be scared of chickens. As a final test they asked him to go into a room where they placed some chickens. He scarcely went into the room when he came back sweating and really scared. He looked at the Psychologist and said: "I know I am not a grain of corn, but do the chickens know it?" Do you find that you can convince Companies of the problem with measuring in silos? Kind Regards Francois

  • Reply

Submitted by Donald J. Wheeler on Fri, 02/03/2012 - 06:31

In reply to Did you manage to convince the Company? by vunderbolt

Reply to Francois Vunderbolt

When a company is a learning organization, which is data driven, then I do have some success at getting them away from looking at each department separately. At other times, you are correct in assuming that they keep doing the same things they have always done, and getting the same results they have always gotten, while they keep hoping for different results.
  • Reply

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us