Mastering Excellence with QRQC: A Journey into Effective Problem Solving

Welcome to the first edition of our QRQC Academy Pulse newsletter, where we dive into the world of Quick Response Quality Control, exploring insights, stories, and strategies that elevate your problem-solving method comprehension.?

This edition, we embark on a journey to understand how QRQC aligns with the wisdom of quality experts and empowers organizations to achieve excellence in a more sustainable demanding world.

The Essence of QRQC: A Blend of Agility and Quality

In the ever-evolving landscape of business, the principles of Corporate Ambidexterity, championed by quality experts like W. Edwards Deming, come to life through QRQC. As Deming famously said, "It is not enough to do your best; you must know what to do and then do your best." QRQC, with its agile problem-solving approach, resonates with this philosophy, ensuring organizations not only do their best but do it efficiently and strategically.

Ambidexterity = ability to effectively manage and balance two seemingly contradictory qualities or approaches. It refers to the ability to deal with both exploration (innovation, risk-taking and seeking new opportunities) and exploitation (efficiency, optimizing existing processes and maximizing current resources) simultaneously.

The recurrence of defects and recalls in industries such as aviation and electric vehicles (EVs), despite advancements in Industry 4.0 and decades of improvement, raises crucial questions about the complexities and challenges of ensuring quality in manufacturing, and challenging us to reflect on why seemingly simple issues like missing torque, screws and components persists..

One of the topics is about increased complexity and interconnectedness. Industry 4.0 has ushered in a new era of interconnected systems, automation, and advanced technologies. However, the increased complexity of manufacturing processes and the integration of various components introduce new points of failure that aren’t under control or never were risk evaluated before, so the control or prevention is unknown.

Another important factor is related to supply chain challenges. A globalized supply chain in the modern industry adds layers of complexity. Issues related to last reported defects of catastrophic events, can often be traced back to challenges in the supply chain, including variations in component quality, supplier reliability, or inadequate quality control measures. Combine with change / modification management into the run of cost reduction/productivity, then you have an environment of chaos.

As well known, human factors and training, even with advanced technologies, remains crucial in manufacturing/services. Inadequate training, human errors, or lapses in attention during assembly can contribute to issues like improper torque or missing components. But it isn't about asking individuals to simply take care. Is about a robust process and methods that provide adequate conditions to work. Ergonomics, wellbeing, friendly systems and processes, designed to safe and for quality, is a must. Human factors have ever direct correlation with other M (Machine, Method, Material) factors, don't be fool.

If we consider technological changes, the rapid pace of technological advancements, including the shift to electric vehicles and newest materials, integration with software and artificial intelligence, may outpace the ability of quality control systems to adapt. Ensuring that manufacturing processes keep up with these evolutions is crucial to maintaining high standards.

We can’t forget about quality assurance and testing. Despite technological advancements, gaps in quality assurance and testing processes can persist. More software integrations demanded by EV and autonomous cars, interfaces man-machine and gadgets increases the complexity of systems that require more comprehensive testing methodologies (f.i. Software Quality Assurance) to detect issues related to process, product and reliability.

The aging discussion: Innovation vs Reliability. The pressure to innovate and introduce new features might sometimes overshadow the importance of ensuring the reliability of fundamental components. Striking a balance between innovation and the reliability of core elements is critical for sustained success. The startup mindset is based on a 3-step principle: Build, Measure, Learn,inevitably introduces several complexities into some industry sectors and brings a real challenge in terms of cost-benefit.

Regulatory compliance with stringent regulations in industries like aviation and newest EV and autonomous vehicles aim to ensure safety and quality. However, enforcing and ensuring compliance across the entire industry remains a challenge, particularly in a globalized manufacturing landscape. Could be obvious for carmakers and new players that develop and produce the vehicles, but back to each layer of the supply chain, small and less complex organizations facing difficulties to follow regulatory standards and keep a competitive price to the market.

The implementation of Industry 4.0 technologies doesn't guarantee success without a corresponding culture of continuous improvement. Organizations need to foster a mindset that actively seeks out and addresses issues, no matter how seemingly simple. But don’t mix concepts: continuous improvement doesn't mean continuous innovation. Improve means the process of making something better or of getting better, not just transform, digitalize or automatize. Reduce: number of failures, quantity of movements between workstations, cost of non-conformance, adapt ergonomy and wellbeing are examples of continuous improvement. Transforming each individual into a “problem-solver” creates the elements for continuous improvement.

We need to remember Quality Experts: These 10 individuals dedicated their lives to study and create methods and concepts for a better world. Their teachings remain relevant, and instead recreate the wheel we must revisit their lessons. Here a very condensate list of their contribution, valid till today. Dr. Walter Shewhart who developed the Plan, Do, Check, Act (PDCA) cycle. W. Edwards Deming, emphasized the importance of statistical analysis and process improvement, with pioneering ideas that introduced the concept of Total Quality Management (TQM) and the Deming Cycle, believed in a systematic approach to quality improvement and highlighted the significance of employee involvement. Dr. Joseph M. Juran is renowned for his contributions to quality management, particularly in the field of quality planning and quality improvement. Dr. Feigenbaum, who developed the idea of total quality control based on three steps to quality leadership, technology, and an organizational commitment. Dr. Kaoru Ishikawa advancing the field of quality assurance, particularly in the realm of quality control through statistical tools, developed the Ishikawa diagram, also known as the fishbone or cause-effect diagram.Dr. Genichi Taguchi, who developed the “Taguchi methodology” of robust design, focused on making the design less sensitive to variation in the manufacturing process, instead of trying to control manufacturing variation - “designing in quality” an important tenet of six sigma today. Dr. Shigeo Shingo developed concepts Single Minute Exchange of Die (SMED) or reduced set-up times instead of increased batch sizes, Poka-Yoke (mistake proofing) to eliminate obvious error opportunities, refine Just-In-Time (JIT) manufacturing into an integrated manufacturing strategy, which is widely used to define the lean manufacturing used in the Toyota production system (TPS). Dr. Philip B. Crosby developed the idea of Cost of Poor Quality (COPQ) to explain how “quality is free”, quality improvement pays for itself through the savings from the improvement, increased revenue from greater customer satisfaction, popularized “zero defects” as a goal of a quality which challenged organizations to strive for error-free performance. Dr. Eliyahu M. Goldratt developed the Theory of Constraints which focuses on a single element in a process chain as having the greatest leverage for improvement (i.e., “1% can have a 99% impact”). Last but not the least, Taiichi Ohno, who developed the seven wastes (MUDA), which are used in lean to describe non-value-added activity, developed various manufacturing improvements with Shigeo Shingo that evolved into the Toyota Production System.?

The persistence of seemingly simple issues in manufacturing, despite Industry 4.0 advancements, calls for a holistic examination of the entire manufacturing ecosystem. It involves a combination of technological solutions, comprehensive quality assurance processes, a strong focus on human factors, and a commitment to a culture of continuous improvement to truly address and prevent well known issues? in the modern industrial landscape.

Three reflections:

- "Quality is everyone's responsibility." - W. Edwards Deming

- "The definition of quality is conformance to requirements." - Philip B. Crosby

- "Quality means doing it right when no one is looking." - Henry Ford

Navigating the Complex Seas of Problem Solving

In the age of critical thinking and problem-solving skills are paramount, QRQC emerges as a beacon of effectiveness. McKinsey's research underscores the tangible benefits of a robust problem-solving culture. In the words of Peter Drucker, "The best way to predict the future is to create it." QRQC empowers organizations not just to predict but to actively shape their future by addressing challenges head-on.

We must explore how QRQC facilitates agile problem-solving, preventing disruptions and ensuring a smooth production process, dive into the essence of a culture of continuous improvement fostered by the method, encouraging teams to seek excellence in methods, processes, and quality standards, uncovering the long-term benefits of preventive approach, leading to substantial cost savings and building a reputation for quality excellence.

The Collaborative Power of QRQC: Building Strong Partnerships

In the journey of problem-solving, collaboration is key. QRQC not only identifies and resolves issues but also strengthens relationships with suppliers. As Stephen Covey wisely stated, "Strength lies in differences, not in similarities." QRQC builds strong partnerships by embracing differences, fostering trust, transparency, and shared goals.

The challenges of green recovery and the increasing demands for sustainable practices, as driven by Environmental, Social, and Governance (ESG) criteria, present a unique set of opportunities and responsibilities for companies. In this context, Quick Response Quality Control (QRQC) can play a significant role in helping organizations navigate and excel in their sustainability strategies. Considering that rapidly addressing environmental challenges is crucial for companies committed to green recovery, having an agile problem-solving approach allows organizations to quickly identify, analyze, and resolve environmental issues. Whether it's reducing waste, optimizing energy consumption, or enhancing eco-friendly processes, QRQC ensures that environmental concerns are promptly addressed, aligning with the goals of a green recovery.

Some experts prefer use another core sustainability framework concept called the Triple Bottom Line (TBL), focuses on People (Social action/Equity) – fairness and opportunity for all humans, Planet (Environment) – pushing our actions to not further harm or damage animals or the natural spaces, and Profit (Economy) – making long term, sustainable actions to maintain our practices. Above all, the Triple Bottom Line focuses on the balance between the three areas - the Governance.

Meeting ESG frameworks requires a commitment to continuous improvement across environmental, social, and governance aspects.Specially Governance. Fosters a culture of continuous improvement, encouraging organizations to regularly assess and enhance their sustainability practices. From reducing carbon footprints to promoting social responsibility, QRQC becomes a catalyst for companies striving to improve their ESG performance continually.

Sustainable companies aim to prevent environmental and social issues rather than just reacting to them, and this preventive approach aligns perfectly with the goals of sustainable operations. By proactively identifying potential sustainability issues, organizations can avoid negative impacts on the environment and society. This preventive mindset contributes to the long-term success of green recovery strategies.

It’s also necessary to extend ESG demands beyond a company's borders, requiring sustainable practices throughout the supply chain; collaborating on QRQC not only enhances internal problem-solving but also strengthens relationships with suppliers, bringing a collaborative approach that builds a supply chain that shares a commitment to sustainability. QRQC becomes a bridge for aligning ESG goals throughout the entire value chain.?

Meeting ESG criteria often involves complying with stringent sustainability standards and regulations, and organizations must ensure that all components of the production process meet or exceed industry sustainability standards. By adhering to these standards, companies not only demonstrate their commitment to sustainability but also gain the confidence of investors and society by operating responsibly and ethically.

ESG demands emphasize transparency and ethical governance, and the collaborative nature of QRQC, with its focus on transparency, trust, and shared goals, naturally aligns with ESG expectations. Practices promote openness in addressing challenges and implementing sustainable solutions, fostering a trustworthy relationship with stakeholders.

We can realize that adoption of QRQC methodology provides a systematic and agile approach to problem-solving, making it a valuable tool for companies navigating the challenges and demands of green recovery and ESG expectations. By integrating QRQC into sustainability strategies, organizations can not only address immediate concerns but also build a foundation for long-term environmental, social, and governance excellence.

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Remember, as Vince Lombardi put it, "Perfection is not attainable, but if we chase perfection, we can catch excellence." Join us in chasing perfection, one QRQC principle at a time.

Comment below your reflections and point of view, and contribute to this discussion.

#qrqc #agility #continuousimprovement #qualityexcellence #esg #complexproblemsolving #qrqcacademy

QRQC Academy Hakim AOUDIA

Ecossistema Maturus Jeser Madureira MSc.

Agustin Lopez