To be Lean, in process improvement speak, is to maximize customer value by eliminating waste. This means that an organization can create more value for customers with fewer resources if they can understand customer value and focus key processes to continually improve.
Many quality professionals, including statisticians, have remained mired in their rapidly diminishing consultative roles of teaching statistical tools, analyzing data, designing experiments and performing internal consulting duties while having few leadership responsibilities and limited accountability.
I have spent numerous years working in and with all aspects of quality. During my earliest time in industry solving problems was more of a singular focus, but over the years the focus has become more of a team effort.
Successful companies depend on high quality. Without it, all other elements of a business fall away. Each year, we recognize companies that place a high priority on quality and provide examples of how they achieve these results. The Quality Leadership 100 offers a closer look at companies making quality a priority.
I had a discussion recently with someone who, for three decades, had been performing a statistical function at a large manufacturing company. He couldn’t understand why, in spite of excellent job performance reviews, his company had furloughed him indefinitely.
The goal of performance management, as defined by the United States Office of Personnel Management, is “improving organizational effectiveness.” Performance management application, however, depends on both the industry and the methodology being applied.