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Digg it UP - TQM Implementation Project Part 6b - How to Overcome Problem in Improve Phase
When I was a kid, we used to play a game of stealth around the schoolyard. We called it, “Ditch.”Sometimes, we played in teams, and sometimes, as individual players. It was really hide-and-seek, but a “special forces” version. We tried to find the most obscure holes in which to hide, or the highest perches in trees, and on occasion, we even scaled Spanish tile rooftops, and hid behind chimneys.Anyway, we’d sneak up on each other, and say, gotcha, or
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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use
Facility management personnel are usually involved with office furniture. However, the level of their involvement can vary from company to company. The decisions made by project facility management personnel can be based on many conditions. Some of these conditions could be:Budget - Even when the budget is provided by a financial officer of your company, the facilities staff can be responsible for breaking out the amount by department or some other
Just to recap, tools used in the IMPROVE Phase are listed below. In this article, I will cover the tools in bold:
Brainstorming of action / solution | Selection Grid | Benchmarking | Cost Benefit Analysis| Control lot and testing | Pilot the action / solution |
Force Field Analysis | Prevention Planner
Problem with Force Field Analysis
This is a very useful tool guided by a template. If used appropriately, it helps to overcome some of the objections for the team when implementing a solution. However, it is not an easy tool to master. Some of the common issues faced with team members in using this tool are:-
- Not able to crystallize the current and desire state of the issue on hand
- Cannot differentiate the difference between Restraining force and Driving forces in the template
- Not able to identify human aspect of the restraining force
- Clarify with team members the current state (problem) and the desire state (the effect after a solution is found)
- Clarify items listed in the Restraining force and Driving force are correct. Write direct to the point and not to list the effects.
- Limit to 3-5 point on each side of the template i.e. Driving force and restraining force
Problem with Prevention Planner
Once the force-Field Analysis is done correctly, the prevention planner is merely put things into perspectives. However, problems still exist.
- Irrelevant information capture in this planner due to issues faced with the usage of Force-Field Analysis
- Trigger point is not clearly identified and understood
- Preventive action listed is not preventive in nature.
How to Overcome Prevention Planner Problem
- Most of the time, revisit the Force-Field Analysis. Once, it is done correctly, the planner is easy to resolve.
- Separate corrective action and preventive action clearly
- Test the understanding of the trigger
In summary, this IMPROVE PHASE is critical for team members to ensure implementation of solution can be carried out smoothly. With proper analysis and planning, many expected would be surfaced. The next phase of the D.I.A.C. Improvement Methodology is the CONTROL PHASE.
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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use
It is a well known fact that as the population increases then the number of people wanting to go into business increases –obvious but true.This is despite the fact that a large amount of businesses fail within the first two years.Ideally one would like to purchase a business for less than it takes to create one – this is not always easy and can take as much effort as the former.So just how does one take the choice of whether or not to uptake
Force Field Analysis | Prevention Planner
Problem with Force Field Analysis
This is a very useful tool guided by a template. If used appropriately, it helps to overcome some of the objections for the team when implementing a solution. However, it is not an easy tool to master. Some of the common issues faced with team members in using this tool are:-
- Not able to crystallize the current and desire state of the issue on hand
- Cannot differentiate the difference between Restraining force and Driving forces in the template
- Not able to identify human aspect of the restraining force
- Clarify with team members the current state (problem) and the desire state (the effect after a solution is found)
- Clarify items listed in the Restraining force and Driving force are correct. Write direct to the point and not to list the effects.
- Limit to 3-5 point on each side of the template i.e. Driving force and restraining force
Problem with Prevention Planner
Once the force-Field Analysis is done correctly, the prevention planner is merely put things into perspectives. However, problems still exist.
- Irrelevant information capture in this planner due to issues faced with the usage of Force-Field Analysis
- Trigger point is not clearly identified and understood
- Preventive action listed is not preventive in nature.
How to Overcome Prevention Planner Problem
- Most of the time, revisit the Force-Field Analysis. Once, it is done correctly, the planner is easy to resolve.
- Separate corrective action and preventive action clearly
- Test the understanding of the trigger
In summary, this IMPROVE PHASE is critical for team members to ensure implementation of solution can be carried out smoothly. With proper analysis and planning, many expected would be surfaced. The next phase of the D.I.A.C. Improvement Methodology is the CONTROL PHASE.
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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use
Are you a financial wiz? Are you good at accounting and numbers? Great at accumulating and saving the money you’re currently making by working for someone else? You may have what it takes to make it in the financial world with today’s financial business opportunities.If you want to get started working for yourself in the financial field, check out the latest business opportunity leads. Many of these opportunities can be found on the Internet. There ar
- Clarify with team members the current state (problem) and the desire state (the effect after a solution is found)
- Clarify items listed in the Restraining force and Driving force are correct. Write direct to the point and not to list the effects.
- Limit to 3-5 point on each side of the template i.e. Driving force and restraining force
Problem with Prevention Planner
Once the force-Field Analysis is done correctly, the prevention planner is merely put things into perspectives. However, problems still exist.
- Irrelevant information capture in this planner due to issues faced with the usage of Force-Field Analysis
- Trigger point is not clearly identified and understood
- Preventive action listed is not preventive in nature.
How to Overcome Prevention Planner Problem
- Most of the time, revisit the Force-Field Analysis. Once, it is done correctly, the planner is easy to resolve.
- Separate corrective action and preventive action clearly
- Test the understanding of the trigger
In summary, this IMPROVE PHASE is critical for team members to ensure implementation of solution can be carried out smoothly. With proper analysis and planning, many expected would be surfaced. The next phase of the D.I.A.C. Improvement Methodology is the CONTROL PHASE.
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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use
Defects in ceramics are of interest to potters and ceramic manufacturers because they are a major cause of financial loss. They are of interest to collectors of ceramics because they may (or may not) reduce the value of an item. They are of interest to users especially if they can cause damage or injury in use.I (being old and having nothing else to do) decided to tell you what I remember about ceramic defects. I worked in the ceramic industry for a good p
- Irrelevant information capture in this planner due to issues faced with the usage of Force-Field Analysis
- Trigger point is not clearly identified and understood
- Preventive action listed is not preventive in nature.
How to Overcome Prevention Planner Problem
- Most of the time, revisit the Force-Field Analysis. Once, it is done correctly, the planner is easy to resolve.
- Separate corrective action and preventive action clearly
- Test the understanding of the trigger
In summary, this IMPROVE PHASE is critical for team members to ensure implementation of solution can be carried out smoothly. With proper analysis and planning, many expected would be surfaced. The next phase of the D.I.A.C. Improvement Methodology is the CONTROL PHASE.
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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use
Viral video has created an entirely new marketing strategy for a different generation. The Diet Coke and Mentos exploding "science experiment" was an underground phenomenon viewed millions of times and then repeated across the country on many play grounds and in many parking lots with budding scientists dropping Mentos mints into a 2-liter Diet Coke bottle to create a 30 foot fountain of Diet Coke spewing out the top. In fact, becoming viral videos of the viral v
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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.
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