31 March 2023

Systems are a way to define your activities (processes) so process out comes are predictable, with minimal variation.

Though when variation (the un-expected) does happen, (which it always does) outside your acceptable limits, there are also consistent processes for those occurrences. Rather than seemingly rushed and urgent (but usually not important) solutions, in an environment resulting from finger pointing instilling fear and blame,  link "94% of issues and successes of corporations exist because of its processes, 6% is because of its people" for which public service and governments are renowned for.

Consider proven processes to resolve issues. 

Firstly by understanding the problem and its cause, and then, and only then systematically implement solution(s). Note: A show of 'best efforts' also appears to get in the way to of even the most simple and effective systems..

To differentiate:

Process immaturity-

- Processes undefined.

- Choices (usually the wrong ones) are made without thought and reliant on 'best efforts'

- Decisions based on "we have always done it this way"  (rather than looking at the complete picture)

-Time wasted in back peddling and correcting mistakes (firefighting)

- Employees asking Supervisors & management about even basic process steps.

Process maturity -

- Conscious efforts and choices are made to follow defined processes.

- A sense of responsibility and freedom to choose actions taken with an awareness of things which can go wrong.

- As activity processes are standardised, it becomes almost impossible for mistakes to be made.

- There is a sense of outcome predictability as everyone is following the same activity processes.

- Supervisor discretionary time is more focused toward strategy, thinking, establishing effective processes and managing risks

31 March 2023

94 percent of issues are caused by systems, 6 percent by people. In other words, if a business, or any part of a business succeeds or fails, it will be as a result of the implemented systems and more importantly its implemented processes. This includes people following those processes.... that’s what matters. Now what is a system?

Context:  Anything which interconnects with something else to produce an outcome can be said to be a 'System'.  We are all part of systems... in biology, the human body. Physics, machines, an organisation, an orchestra, football teams (Wayne Bennett’s Redcliffe Dolphins (2023) South Sydney Rabbitohs (2025)).

Awareness: In the main, a system is made up of individual and separate components which make the system function. These components are unique, as they work and perform the way they do within that particular system. Even more prevalent, than the makeup of the components themselves, is the interactions they have between each other, within the specific system they are in. Their interdependency...their co-relation (co-operative relationship levels). This is one of the key features if not the principal and central focus of systems, as it directly effects on how well the system performs.

Furthermore, each and every system and in turn, each and every sub-system, for more complex systems, has to have an aim, an objective to produce (an outcome) for the system to function properly.

Failure is inevitable when people are 'only doing their best' without guidance, knowledge and direction as to, and supporting, the organisation’s aims and objectives.

Only management can set the systems, including standardised processes, as a basis for improvement.

Understand: Before deciding to reprimand an individual for not completing his job as foreseen, is it clear on what the root cause of the problem is? How do we know? In all probability it has something to do with the system and not a direct special cause outside the system.  Is there a full understanding of the process? Has the person been adequately trained for the specific area he is working on? Is the equipment being used and set up, suitable? What about the materials? Do they conform? How do we know and if so, by what method?

A new team was brought in to manage work areas and given no guidance from the onset. The new supervisors were left to their own devices to establish processes and systems, based on their own industry backgrounds, standards and experience they had worked with. How do we know what is being done satisfies the system and organisational aims and expectations? How can we blame these workers if they use their procedures and forms without the required guidance and knowledge from management?

Understand, it will be a change of thinking, change in management and conversation framing from conventional management by results ideology to reach a differing perspective. This will take work. (updated from Original Post April 2015)

31 March 2023

All too often Production Managers and/or GMs view ISO 9001 Management Systems as a “have to have”. Why? Because the implementation approach has been totally wrong!

They tend to have part time people in the QA function who, to get the job done, simply copy other systems (sometimes from much larger, completely different industries) which may be ideal for the organisation from which they came, though totally unsuited to their business. They then cannot understand why the systems are so troublesome and cost so much.

Rework, remakes and scrap are all too common and generally (cultured to be) viewed as acceptable (because causes, usually defined as “Human Error”? are not always and fully addressed) as the price to pay for conformity!

Yes, but at what level? Every dollar saved in rework, remakes and scrap, is directly attributed to the business bottom line.

In the long run, immense cost benefits are enjoyed when completely efficient systems, specifically interpreted and tailored are implemented for the individual business.

ISO 9001 2015 Leadership Systems framework for the first time is now a practical solution for every business. No matter what type or how large or small.

Businesses think differently toward dazzling customers and preventing errors.  

31 March 2023

The 1980 White Paper “If Japan Can Why Can’t We” is released through the Deming Institute.

It was the turning point where the Quality movement and transformation started and rose WE Deming’s name and work with Japan to prominence. (A bit like a YouTube video going viral these days)

Gives a very interesting account on the viewpoints and attitudes of large US corporations and their ‘acceptance of status quo’ within their own markets.

Comments by President Jimmy Carter, 08:06m, are particularly interesting.

The same general management views are likely also to, have been/be held here in Australia, or in other parts of the world, stifling innovation and progress.

31 March 2023

The significant changes for ISO 9001 include, one (1) the concept of the context of the organisation. Now the context of the organisation actually sets the scene in place, which would traditionally be included in the Quality Manual. With the new revision can be done on any media. The web, notice boards, podcasts, power point presentations, anything, to show what the organisation does. It does in a sense also include capability, but also the specific areas of the organisation. This could commonly be completed and complied with, with the use of a template.

Now, it’s not so much as like a one size fits all, but it’s a template, as a prompt to trigger entries to describe the context of the organisation. For example, does your organisation do Design? Does the organisation employ people with multilingual skills or people with English not being their first language? Is there just the one customer or a few customers? Or thousands of customers? How many people there are and what sort of divisions and departments there are. The structure of the organisation. So really it sets the framework to set up the quality assurance system. So that’s one of the key changes to the ISO9001 revision.

(1.30) The second one is the removal of ‘Preventive action’ which, I guess probably a lot of people had some concerns with, even interpreting “Preventive Action” back in 2000 when the term was first introduced, if not beforehand. There was confusion to say OK, if you correct something ,the action to put into place to prevent that from happening again after an occurrence is ‘Preventive Action’.

Of course the original intent of “Preventive Action” was to prevent ‘potential’ non-conformities from occurring. So what the standards have done for the 2015 revision, is to incorporate that in as ‘Risk‘, to align with the other standards, such as the HSE standard and also the Environmental Standard 14001.

So just like within the HSE standards, which is common practice for all HSE activities, particular job activities, there are Risk assessments completed.

In the project environment, risk assessments are common. What are the risks of the project failing? Commonly, these areas are focused on Health and Safety. The intent of the standard is to incorporate Risk in terms of Quality:

•        What are the Quality risks?

•        Is the system set up correctly?

•        Is there adequate training? or a

•        System with the mindset of continuous improvement?

          -        So, one (1) we have defects

          -        We have over production

          -        We have wasted time

          -        Wasted resources

          -        Waiting or

          -        Cycle times ineffective

The common seven (7) wastes, which impact on quality.

•        Compliance areas

•        Regulatory requirements

•        Industry standards or

•      Other standards specific to the product or service that you're producing

So traditionally risk, in a product sense, was documented or thought out through, in line with a traditional risk assessment or in common terminology with health and safety, what’s called a Job Safety Environmental Analysis or a JSEA.

In quality, in the Automotive days, that was commonly used with an FMEA template, a Failure Mode and Effects Analysis template with, a risk score number, controls and residual risks.

So, I feel that’s probably the methodology, or the tool to use to show risks. Now some companies may actually use the complete Risk Management Framework Standard to manage their risks from the onset, with the small businesses Kure and Associates are working with, recording risks is though a JSEA template or rather than call it a JSEA, call it a JSEQA to add in the quality element.

(4.50) The Third point, area of change is in documentation and records. These have now been combined, into one term called ‘Documented Information’ and that’s either documents; plans, processes procedures etc. or records, in other words objective evidence. A record showing that an activity has been satisfactorily completed.

So document the planning and records, the output documents that the planned activities have been achieved

(5.28) The 4th change is that there is no mandatory requirement for any procedures in this standard. Previously, let’s go right back to 1987, all systems and processes needed to be documented and right in through to 1994. So all systems all processes documented. Each of the 20 elements of the standard needed to have some sort of plan or policy documented describing the organisation’s approach to satisfying those specific elements and the more detail of course, in terms of procedures and work instructions, and then obviously the forms to record the objective evidence.

The revision in 2000 or was it 2008 required 6 procedures. With this new standard, there is no requirement, for even a manual. No requirements for a manual to be written to show auditors when they assess your organisation. Now a manual, of course, is useful for clients and customers and people potentially looking to buy off of you. Though you won’t be preparing those for the Standard. They will now be prepared specifically for clients or for interested stakeholders.

Now of course one of the areas that may be slightly different, just like traditionally 25 years ago, when the standard was first introduced, companies were already covering most of the standard in their business practices. Things like Customer Satisfaction measurement. There will need to be a way for you to show that you are measuring customer satisfaction. Now that may be through surveys, checklists or phone calls, but they’re extra, they are extra requirements to add in to systems.

So there are four (4) key changes to the standard.

Fascinating watching the Olympics this year.

The best international athletes competing to be faster higher stronger. “Citius, Altius , Fortius” 1894 Olympics motto    

Each countries's Olympics competitors are selected, amongst their peers, from national and or international qualification events

(what saying . ) as those being the best on the day of the competition.

All

is this really the fairest way to decide who wil

the actualk

All Competitors and the Olympic games  qualifiers have proven a consistent , repeatable track record to acheive what it takes to

competitors

To recognise they are the fastest highest and strongest in from all others selected in their country. That is proven.

However, if the aim is to seriously find the best fastests stongest qualification 

Though may be for those 'just' qualifying. They may have had a good 

Though as we always known in Sport, the competition involves effective preparation in terms of ( technique through optimised with effective coaching tools and technology) , physical and mental strength.

all within the control of the compettir and team all which can be measured and controlled though lead indicators preparation  performance distances times results. 

31 March 2023

94 percent of issues are caused by systems, 6 percent by people. In other words, if a business, or any part of a business succeeds or fails, it will be as a result of the implemented systems and more importantly its implemented processes. This includes people following those processes.... that’s what matters. Now what is a system?

Context:  Anything which interconnects with something else to produce an outcome can be said to be a 'System'. We are all part of systems... in biology, the human body, physics, machines, an organisation, a football team (Wayne Bennett’s Dolphins (2023)), an orchestra.

Awareness: In the main, a system is made up of individual and separate components which make the system function. These components are unique, as they work and perform the way they do within that particular system. Even more prevalent, than the makeup of the components themselves, is the interactions they have between each other, within the specific system they are in. Their interdependency...their co-relation (co-operative relationship levels). This is one of the key features if not the principal and central focus of systems, as it directly effects on how well the system performs.

Furthermore, each and every system and in turn, each and every sub-system, for more complex systems, has to have an aim, an objective to produce (an outcome) for the system to function properly.

11) 01 52 blue pen typed

start from conclusion - no matter how well compliant trained ( ) is when the system design is that to produce defects they will occur(these are not special causes )

"best efforts cannot eliminate system defects" 

"to excel in a chosen sport"  statistically proven track record...  

"to acheive what it takes to meet the minimum qualification criteria"

an element of luck , usually not predicable or repeatable special causes "

athletes - this sets athetics apart from everyone else .. competing.. - meeting minimum spec levels ... ie lower specification standard.. limit... '

or more realistcally each athlete (or team if a team sport more than 2 people competing in one competition)  will not only perform above the mini qualification standard, but also have a performance distribution performance profile. ie performace results tracked over time..

- to track performance stablity improvement, direct competitions with other teams are more variables  - teams  ie if played 5 games with the same players what results ?

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01 PERSONAL NOTE CONCENTRATION ALL DAY

(11) 01 45 PRAYER 5 MINUTES VEXED AFTER SUPER EMAIL NOT SENT.. SLOW UNDERSTAND ..

THINK WEB SITE REVERSE PLAN START WITH UPLOAD SITE - ARTICLE  - START WITH PUBLISH ARTICLE - NOT DRAFT  - TO MOVE FORWARD  - ALSO 04 ABOUT PAGE..

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05 ARTICLES

(11) 01 20 STOP - MAIN THEMES

STATISTCAL STABLITY AND IMPROVEMENT AS SKILLS IMPROVE.. / TRAINING ... TO MAINTAIN A LEVEL OF PERFORMANCE  - CERTAIN PREPARATION IS REQUIRED. PYSICAL MENTAL SHAPE ..

TO IMPROVE PERFORMANCE THERE NEEDS TO BE A CHANGE IN THE PREPARATION TRAINING TECHNIQUE,, (STRENGTH ... ) THE SAME TRAINING REPEATED WONT DO IT.. -

SO SEE IT AS A PROBLEM  - THE PROBLEMS WE REQUIRE TO SOLVE  - REQUIRE A DIFFERENT LEVEL OF THINKING TO THAT WHEN THE PROBLEM WAS CREATED...

01 27 STOP. 

 ATHLETES PENALISED FOR SYSTEM SPECIAL CAUSES..

MEET INITIAL MINIMUM PERFORMANCE TO QUALIFY...

(11) 12 51 HARD COP Y EDITS

SYSTEM UNDERSTANDING.

intro  - OLYMPICS THIS YEAR... AIMS ..

2 EXAMPLES WHEN ATHLETES ARE PENALISED FOR SPECIAL CAUSES ,.. (SPECIAL IN BUILT IN THE SYSTEM)

QUALIFICATION ...

ATHLETES WILL GENERALLY ACHIEVE A STATISTICAL STABILITY (SPECIAL CAUSE FREE), SUB JECT TO THEIR PROFICIENCY LEVELS.

THROUGH RIGOROUS TRAINING DIET MENTAL , AN ATHLETES PERFORMANCE IMPROVES ...

THIS IS NOT CHANCE .. TO SHOW THIS IS NOT CHANCE, REPEATED

AS ATHELETE PERFORMANCE IMPROVES AND PERSONAL AIMS BESTS

A=EXCEDED, THIS WILL SHOW IN THEIR INDIVIDUAL PERSONAL BESTS 

SOME EXAMPLES : OLYMPICS SPORTS CLIMBING

IN THE  CLIMBING COURSES ARE DESIGNED BY OFFICIALS BEFORE THE COMPETTION BEGINS

COMPETING ATHLETES HAVE 5 MIN TO STUDY THE COURSE AND DECIDE THEIR STRATEGY TO GET TO THE TOP... (DESIGNATED MILESTONE STAGE SIGNIFY POINTS WON)

CONCLUSIONS:

APPEARS WITH THE KNOCK OUT SYSTEMS. ATHLETES ARE PENALISED FOR SPECIAL CAUSES... ANOTHER POINT..

NO MATTER HOW WELL COMPETANT, WHEN A SYSTEM DESIGNED WITH ERRORS AND DEFECTS EXISITS, NO AMOUNT OF BEST EFFORTS WILL NEVER /NOT PRODUCE SYSTEM DEFECTIVE IE BEST EFFORTS CANNOT ELIMINATE SYSTEM DEFECTS,..ONLY LEADERSHIP / MANAGEMENT

THE BEST EFFORTS OF THE ATHLETE COULD NOT ACHIEVE

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more on understanding article link to World Quality Week- or 2 separate articles.

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(11) 11 02 everything typed this morning is deleted  - in eDoc section world quality week 

RESOLVE ***systems enable quick edit

IDEAS  - SYNC? PHONE ? UN PLUG TO STAND DESK ?

SUCH HIGH MOTIVATION FOR TYPING THINK

reverse plan

(11) CONCLUSION  -

- AS THE DEMING RED BEADS DEFECTS ARE INHERENT IN THE SYSTEM. WILL FULL EXPECTATION OF THE WORKER TO PRODUCE LESS DEFECTS.

JUST THINK OF THE JAPANESE ATHLETE. THE COURSE SYSTEM FAVORED FOR A

HOW MANY SYSTEM

  IF A SYSTEM IS DESIGNED TO PRODUCE DEFECTS

ONLY LEADERSHIP WITH CONSULTATION WITH EMPLOYEES CAN CHANEHG THE SYSTEM

A SIMILAR RECENT CLIENT EXAMPLE  OF A WORKER RE SOLDERING DEFECTS AND

ANOTHER EXAMPLE AS A COST SAVING MEASURE HOUSE FOR AN INSTRUMENATION WAS CHANGED FROM METAL TO PLASTIC...

 DESIGNS CHANGED WITH OUT THE FULL SYSTEMS EFFECT  -

IF YOU THINK YOU HAVE SOLVED A PROBLEM (REDICING COSTS ) YOU VE CREATED ANOTH ELSE WHERE ..