Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
Continuous improvement is a good place to begin this journey. Commit your focus towards long-term success and try to resist being funneled into short-term solutions to bigger issues. Perhaps my favorite explanation of this point is the following, "Don't just do the same things better - find better things to do." Challenge yourself to think about (and prepare for) the problems of tomorrow rather than being fully consumed by the problems of today.
Here's a fun personal example for you. Surviving parenthood (so far) with a two-year-old, I've stumbled across a few companies who effectively solved tomorrow's problems. If you've had kids, you understand the car seat and highchair crumb trails left behind by your hungry, but clumsy toddler. Solving today's problem would be focusing on techniques for cleaning up the mess. For example, car seat vacuums and spill-resistant fabric would do a great job at that. Improving constantly and solving tomorrow's problems introduced me to the Gyro Bowl. If you haven't seen it before, Google it! It's a children's snack bowl suspended on three axes so that, regardless of the way the bowl is held, the contents remain upright and in the bowl. The point for me is that I didn't even realize the effort I put into constantly cleaning until I learned of the "guaranteed no spill" bowl. Parenting gadgets = continuously improving the quality of life!
What about you? How has Deming's 1st Point presented itself in your professional or personal life?
Describe your job in two words. Can you do it?
I recently had a conversation
with a customer who was collecting defect data each shift and charting it as
a percent. The “problem” was that for this chart, she had
ten consecutive days with zero defects. The thirty samples (10 days x 3
shifts/day), shows a flat line and no control limits. Since
there is no variability in the data, the standard deviation is 0, therefore control
limits can’t be calculated. She further explained that they are “required” to
chart this data. What would you recommend she do in this case?
I can think of a few options such as:
1. Ignore the ‘requirement’ to chart this since charting this does not add value.
2. Change the time period how defects are counted. For example instead of each shift, count them each day.
3. Show the control chart with no control limits and all of the data at 0.
4. Do something else.
Please share your suggestions.