Part V – Understanding the voice of the random process

Utworzono: środa, 18 listopad 2020 13:53

Poprawiono: środa, 18 listopad 2020 14:04

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If, when playing dice, we score 1 point three times in a row, we probably won’t ask about the cause of such an event. We understand that we are dealing with a random process, so the question about the cause of the event is pointless. However, if we have low sales for the third month in a row, we start to believe that there must be some reason for this. In fact, it’s half the problem if we do look for the cause. It is much worse when we start looking for a guilty person. The former leads to an unnecessary loss of manpower and resources, while the latter — to deep human demotivation.

And yet, the sales process is to a large extent a random one, so the question about the reason for drops or growths may just be as unfounded as in the case of a game of dice. However, the sales process can also be disturbed by external factors, and in this case, the question “What happened?” does actually make sense. The thing is to distinguish between a random situation, in which the cause does not exist, from a non-random situation, when the cause is worth looking for. This requires some general knowledge of random processes and a specialized knowledge of the Shewhart control chart method. And this is what the reader will find in Part V.

Part VI – Process tools

Utworzono: środa, 18 listopad 2020 13:54

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The implementation of process management in a specific organization requires the creation of a Book of Standards, which will include detailed descriptions of all processes, as well as many procedures, instructions, and regulations. This is a very technical layer of process knowledge, so I have decided to separate it from the “ideological” layer, the description of which I have placed in the part devoted to leadership.

Part IV – The road to quality

Utworzono: środa, 18 listopad 2020 13:51

Poprawiono: środa, 18 listopad 2020 14:06

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As I said earlier, all the examples of unsuccessful implementation of total quality management (TQM) known to me came from the belief that such implementations can be limited to “staff training” in procedures and tools. While TQM’s founding father Edwards Deming has consistently emphasized the importance of building the foundation of partnership and trust, many managers are tempted to limit the implementation to what is the easiest, namely the tools. And the fact that such an approach turns out to be ineffective, they blame on what they believe to be a well-known fact, namely that “people are what they are”.

Therefore, I decided to talk about quality management only after I had presented the reader with the principles of good communication and effective building of positive motivations.

In this section, I have included basic knowledge of the principles and tools of TQM, which also includes organizing quality incubators. The latter constitute a “superior form” of quality circles known from literature and practice.