How do you manage quality changes and innovations?
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The first step in managing quality changes and innovations is to define the scope and objectives of the project or process that needs improvement. You should identify the current state, the desired state, the gaps, the benefits, the risks, and the stakeholders involved. You should also establish clear and measurable criteria for evaluating the quality outcomes and impacts of the changes and innovations.
The second step in managing quality changes and innovations is to involve the team and customers in the process. You should communicate the vision, goals, and expectations of the quality changes and innovations to the team and customers, and solicit their feedback and suggestions. You should also foster a culture of collaboration, learning, and innovation among the team members, and empower them to take ownership and responsibility for the quality changes and innovations.
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It is very important to encourage, facilitate and receive an initial input and establish a continuous feedback from the people who are hands on in the process as unless you are in you do not see all the opportunities to fine-tune, do not see limitations of it or only see postfactum deviation growth in the process in time as it deviates off of initial set-up.
The third step in managing quality changes and innovations is to use quality tools and methods to support the planning, implementation, monitoring, and evaluation of the quality changes and innovations. Some of the common quality tools and methods include brainstorming, benchmarking, flowcharts, fishbone diagrams, Pareto charts, control charts, PDCA cycle, DMAIC cycle, Six Sigma, Lean, and Agile. You should choose the appropriate tools and methods based on the nature, complexity, and scope of the quality changes and innovations.
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You need to use tools as they provide the structure required to keep moving and not get mired down. On the other hand, be wary for the moment when the tools stop providing structure and start imposing unneeded bureaucracy. At this moment you begin to spend more time feeding the requirements of the tool than getting value-add work accomplished. ALL of the tools can suffer this phenomenon. It's the reason I tend toward the Deming methodology. It was one of the first well-documented structures and, as such, it is leaner than the others (no pun intended).
The fourth step in managing quality changes and innovations is to implement and test the changes and innovations in a systematic and controlled manner. You should follow a project management or change management methodology to plan, execute, control, and close the quality changes and innovations. You should also conduct pilot tests, prototypes, or experiments to validate the feasibility, effectiveness, and efficiency of the changes and innovations before scaling them up.
The fifth step in managing quality changes and innovations is to monitor and evaluate the results of the changes and innovations against the predefined criteria and objectives. You should collect and analyze data on the quality performance, customer satisfaction, cost savings, revenue growth, or other relevant indicators of the changes and innovations. You should also identify the strengths, weaknesses, opportunities, and threats of the changes and innovations, and report the findings and recommendations to the stakeholders.
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Implementing innovations on the pilot scale and observing the resulting products for any deviation during the time of service is a key to seeing all possible “real-time” consequences if such change.
The sixth step in managing quality changes and innovations is to review and improve the changes and innovations based on the feedback, data, and lessons learned from the previous steps. You should celebrate the successes, recognize the contributions, and reward the achievements of the team and customers involved in the quality changes and innovations. You should also identify the areas for improvement, implement corrective actions, and plan for continuous improvement of the quality changes and innovations.
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The advice given is good and applies to any improvement initiative - it should not be the exclusive property of quality - suggesting that it is is detrimental to both quality and improvement.
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