| How to Avoid
"Tampering" |
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Clearly the first step is to understand what is involved in "tampering"
and to recognize when an action is "tampering". Once that is recognized
QPI Principle Six says, "Do NOT 'Tamper'". But, if one does not "tamper",
then what does one do? |
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The answer is that one focuses on processes and measures the output of
the processes. If the processes have a predictable and stable output, then
you will recognize that in some cases you are going to get results that
may be outside your desired specification of the process. If that is what
is happening, then the solution is to improve the process and not to react
to the "bad" result. |
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In this paper we will not be discussing process improvement concepts in
great depth, but there are many techniques for process improvement that
are known to be quite effective, none of which involve "tampering". |
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At a very immediate level, the next time something goes seriously wrong
in your organization, that is, you get a result that you really do not
like, get together those people involved in the process and tell them that
there is a process that has produced a result that is undesirable for everyone.
Then the process should be examined to see what could be done to improve
it that might preclude the result from occurring in the future. But better
yet, do not react to a single result. Study the process and determine its
capability and then work together to improve it. |
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I might add that in Dr. Shewhart's model when a result is outside the control
limits it is considered to be a "special result" and it is certainly appropriate
to see if one can eliminate it for the improvement of the process. In any
event whether the undesired result was "special" or just a natural variation,
one should focus on the process. Individuals should not be blamed, but
rather management should try to see what can be done to improve the process
that would narrow the variation to the point of eliminating such future
negative results. |
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When you do this people suddenly become enrolled in the process of trying
to improve the process. When people realize you are not trying to "scapegoat"
them or blame them and they are not going to be threatened or punished,
the fear factors will go down and the enthusiasm for working together with
their managers will improve. |
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The focus on processes versus the blaming of people will have an immediate
and dramatic beneficial effect on an organization. When we are teaching
managers to implement QPI, while all Seven Principles are absolutely necessary
in decision making, Principle Number Six will have the most immediate and
profound effects in actual day-to-day management activity. The manager
usually enjoys managing more and does a better job of it. Also, The people
involved in the management process will respond very favorably. |
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