Covid-19 has led to a boom in telehealth, with some healthcare facilities seeing an increase in its use by as much as 8,000 percent. This shift happened quickly and unexpectedly, and has left many people asking whether telehealth is really as good as in-person care.

During the last decade, I’ve studied telehealth as a Ph.D. researcher while using it as a registered nurse and advanced-practice nurse. Telehealth involves the use of phone, video, internet, and technology to perform healthcare, and when done right, it can be just as effective as in-person healthcare. But as many patients and healthcare professionals switch to telehealth for the first time, there will inevitably be a learning curve as people adapt to this new system.

There’s no shortage of important work to do—both at home and in your job. So, the last thing you want tossed your way is unnecessary work. Nobody likes needless activity, right?

But this is easier said than avoided. I’m sure you can easily recall getting pulled into something that did not add value—at least not in your opinion.

From a workplace perspective, here’s where I think part of the problem lies.

The past couple of decades have seen the rise of “The Group” e.g., self-directed work teams, participative decision-making. These work formations and processes definitely have many benefits; they also have drawbacks. In my observation, one unfortunate byproduct of group interaction is that needless activity gets added in the name of innovation and collaboration.

Add to that dynamic Americans’ love affair with taking action, and you have a recipe for nonvalue-added work.

The “people equation” looks like this:

Inclusiveness + Compulsion to act = Making things more complicated

For example, consider the story of Clarice and Sebastian, two department leaders at a large multinational corporation. Once a month, Clarice and Sebastian participate in a 15-person global conference call for their division. As Clarice gives her update, Sebastian offers a suggestion.

Although remote inspection has been a topic of discussion in the oil and gas industry in the past, it has recently been getting more attention during the Covid-19 pandemic. Many oil and gas operators, as well as engineering, procurement, and construction (EPC) contractors and suppliers have come forward to discuss this topic with an open mind and explore possibilities. Remote inspection is perhaps the need of the hour, but it can also be the future of inspection.

What is remote inspection?

Remote inspection is an alternative to an onsite physical inspection in which the person performs inspection activities remotely using sophisticated technological tools. It’s many benefits include:
• Elimination of personnel risk exposure to hazardous conditions and dangerous tasks in harsh environments
• Global collaboration and optimization of workforce use
• Inspection cost reduction
• Real-time feedback
• Flexibility
• Eco-friendly by helping to reduce overall global carbon footprint

Success factors for remote inspection

Vision
“It’s not enough to be busy, so are the ants. The question is, what are we busy about?
—Henry David Thoreau

Effective organizations rely on teamwork, not least because it facilitates problem solving. Many leaders, however, are ambivalent about teams. They fear overt and covert conflict, uneven participation, tunnel vision, lack of accountability, and indifference to the interests of the organization as a whole. Also, more than a few have no idea how to put together well-functioning teams. Their fear of delegating—losing control—reinforces the stereotype of the heroic leader who handles it all.

Although teams can generate a remarkable synergy, a number of them do become mired in endless sessions that generate very high coordination costs and little productivity gain. In some corporations and governments, the formation of teams, task forces, or committees can even be a defensive act that gives the illusion of real work while disguising unproductive attempts to preserve the status quo.

You already know that technological advances of the past decade have resulted in a new industrial revolution often referred to as the fourth industrial revolution or Industry 4.0. It’s a revolution driven by the exponential growth of disruptive technologies and the changes those technologies are bringing to the workplace, the workforce, and the markets organizations serve.

With ever-increasing speed, quality professionals are arriving at the intersection of digital transformation with their responsibilities and may be best positioned within their organizations to serve in a leadership role to harness the power of digital in the quest for excellence. There’s never been a better time to learn about and embrace the concept of Quality 4.0.

Quality 4.0 is a term that references the future of quality and organizational excellence within the context of Industry 4.0. Quality professionals can play a vital role in leading their organizations to apply proven quality disciplines to new, digital, and disruptive technologies.