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Jack's blog attempt


Elsewhere we have hypothesis and a possible course for winners to titillate the taste buds of members. I thought I might kick in with an offer to advise each and everyone how to succeed when betting by 'Quality Improvement through Defect Prevention' (translated means getting better by not making errors :D ).

I have been retired for almost thirty years now but when I was gainfully employed I was a fully trained in
TQM (Total Quality Management ) for a UK bellweather company. If you are interested read on other wise bin it as there are ten modules, FREE of course :crazy::

The basic concepts of quality improvement to occur for any system may be found by answering these four questions:

a) what is quality?
b) what system will cause it?
c) what performance standard is necessary?
d) what measurement of quality is meaningful?

a) Everyone has an opinion about quality from good/bad products - good/bad service etc. The simple answer is that it has to meet requirements e.g., a small hatchback is a better option to go shopping in to the supermarket than a Rolls Royce.
b) To cause improvement familiar methods are tests, inspections and audits usually aimed at finding errors and fixing them, whereas the only system that really causes quality is prevention, eliminating the potential for error.
c) The standard necessary is to get it right first time, no errors.
d) The only meaningful measurement of quality is what does it cost to get it wrong?

Is that enough or does anyone want more?:party:


S Sandhog et al, I am surprised I thought at least someone might tell me to take a hike :) . So OK, a summary of the previous post to ensure we all understand.
The 4 absolutes of quality management are;
Conventional wisdom opposite to Reality
Goodness - Definition - Meeting requirements
Appraisal - System - Prevention
Acceptable quality levels - Performance standard - No defects
Quality indices - Measurement - Cost of not conforming

A convenient way to remember these four absolutes is 'do it right first time'.

Next post we move on to the identification of requirements
Very good, Jackform Jackform, imo.

"Re-work" was always the big thing to be avoided, though this may not apply to bureaucrats, and, others who don't actually produce anything.

Thus the motto above is good for all those who wish to get things done efficiently and properly.
For those who just polish their office chair till early retirement, this may not be relevant.

I can't wait to see the link with the racing game.
Very interesting thread, imo.


S Sandhog, as you indicate this does relate mainly to industry but the principles may be applied to any process, which is everything we do, so we should get to racing in the end :party: .

The Identification of Requirements (As this is critical it is taken almost verbatim from the manual)

All work is made up of one or more processes. To show how quality improvement relates to a particular job, it is important to examine that job or task from a process standpoint. The tool used to gather this information is called a process model. It provides a means for breaking down work into smaller activities. These smaller activities are then analysed to determine what is involved and what the requirements are.

A process is simply a series of actions or operations conducted to produce a desired result. Work is a process, and the individual components that make up work are also processes. The analysis of these helps determine what must be done to cause quality improvement. All processes have two factors in common. They are made up of :

  • Outputs – things or services provided to others.
  • Inputs – things or services others provide.
To produce an output that satisfies the customer, it is crucial to first understand what the customer expects. These expectations are expressed as requirements.

If the process to be analysed is small in scope, then the size of the inputs and outputs will be small. To begin analysing a process, the process must first be clearly identified and defined e.g., making an apple pie, it is important to know if the scope of the process includes buying the ingredients as well as cooking, because as the scope of the of the process changes so do the inputs and outputs.

The final step in analyzing a process involves examining the five steps required by a process to produce outputs – an output is a product or a service provided.

Inputs – An input is the information or material used or operated on to create an out put.

Equipment/Facilities – includes any equipment and facility needed to perform a process such as a computer.

Training/Knowledge – Skills and understanding needed to perform a process.

Procedures/Process Definition – includes the instruction or the description of an internal process.

Performance standard – is the attitude taken when comparing inputs and out puts. It should be consistent with the attitude that no errors or defects are acceptable.

Every task can be viewed as a process. The process model is a tool that can be used to help understand work processes and to make certain clear requirements have been defined.
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Blimey guys, you are taking me back more years than I care to remember here. I too remember BS5750, and I also did a (short!) course on TQM way back when.

Thanks for this Jackform Jackform - certainly waking up the old grey matter!
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Yes, a brilliant thread that is extremely useful and entirely clear!
Thank you, Jackform Jackform for this.

dave58 dave58, I'm not at all sure about the handles on these these things, but, we were led to believe that without this BS 5750 ( British Standard - not something else :))
we , in the civil engineering and construction industry would not be allowed to continue.

I personally attended about seven workshops organised by the State.
The principles were generally good, but, I could see it was potentially a bureaucrat's delight.

Not totally sure what happened, 'cos I got injured myself, not long after "getting certified".
I was only a small-time specialist contractor.

Anyway, I never did have to apply it, even though it did get several name changes along the route.
While working for others as a sub-contractor, it was the case that the main contractor had the responsibility of instigating and enforcing the "guidelines".
One agent told me that it was a ".... nuiscance" and cost them thousands, in money and man-hours.
They had to get a new portacabin for use as a dedicated office for this "Quality Control".
The foreman told me that, when he got home at about 8.30pm ( after starting at 6am) he'd have at least two hours of BS5750 paperwork to do that night.

I accept the principles, which are largely "common sense", but, I shun the bureaucracy of it all.
Maybe nowadays, with the vastly greater use of computerisation, the thing could flow much better.

I am so interested, bc I see the usefulness of the logic and step-by-step, principled, activities. On the other hand, it suits me better to be retired and to let others fret about such things.
:) Irresponsible and lazy?
Never forgot the day we were officially "not allowed" to unload a lorry-load of plastic pipes that had come from Belfast: I could have chucked them off by hand myself,in half an hour, but, as it was, the driver had to stay put - outside the site) for three days, while HQ waited for some "method statement" from the manufacturers.
Ho hum.
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The Measurement of Conforming.
Measurement is an integral part of day-to-day existence and a vital part of improving quality. Measurements are so much a part of daily life that much of our vocabulary is made up of measurement term: length, width, height, voltage, current, time, weight, temperature, speed, volume, direction etc. In most instances measurements are needed to convey information and can answer three basic questions:

What is it?

When is it?

Where did it occur?

Lord Kelvin creator the Kelvin scale of temperature said, ’When you can measure what you are speaking about and express it in numbers, you know something about it’.
The steps to measuring lack of conforming are identifying, counting and charting. Identifying mean pinpointing the activity to be measured, and zeroing in on an activity explicitly defines that activity so that everyone is focussed in the same direction, but if too large an activity is targeted for improvement it becomes too large to measure. If eating a whale it would need to be cut up into bite-sized pieces not eaten whole, otherwise the task would be overwhelming and it is the same with measurement. In identifying tasks to be measured a small percentage of the jobs to be measured will provide will provide the bulk of the improvement. This is a reflection of the 80/20 rule, which states that 80% of our problems are caused by 20% of our activities. To identify the troublesome 20% the next step in measurement is very useful.
Counting is a way to list lack of conforming, in this case the isolation of problems and is accomplished by three steps: observation, addition, stacking. The first step is to make the non-conformance simple and easily observable and therefore countable. The addition of these numbers tells how large the problem is and helps determine the extent of resources needed to cause improvement. The purpose of stacking is to narrow down the sources of trouble and is a valuable diagnostic tool. This type of analysis can be used universally. The final step is to chart improvements over time assess the impact of day-to-day decisions, a pictorial form of non-conformance measurement. There are five distinct items on quality improvement that need to be addressed:

The vertical axis (usually on the left) used as a scale the activity being measured. The horizontal time axis placed along this axis, the interval being dependent on the use of the chart. The goal line that shows the target number to be reached and can be continually updated as targets are met. The activity rate is used in activities that tend to fluctuate and gives the viewer extra data. The performance line charts the progress of non-conformance.

Implementation of the measuring process is best answered by asking four questions: What is the process needing error prevention? How will that measure be obtained? How should the measure be presented? Who is going to make the measurements?

Measurement is only one part of quality improvement but it is the backbone of the control system. It is the vehicle used to evaluate and plan management actions.