I admit, first things first does make sense to me. In particular, I like it because it places a priority on the basics. You have to crawl before you walk, walk before you run.

However, as a time management tool, in particular, there is a philosophy of tackling the simple before the complex in an attempt to clear tasks from “your desk” first, to provide time and focus to addressing the more important. I often like this approach as well.

In quality manufacturing, the idiom "first things first" could be called a cornerstone principle, translating directly to core methodologies, such as process control, risk management, and lean manufacturing. In a fair amount discussion of best practices in business and manufacturing, the phrase is said to convey an emphasis of the importance of prioritizing foundational steps and prerequisites before attempting more advanced tasks. Further, adherence to this principle is crucial for building robust processes, minimizing errors, and achieving consistent product quality.

At its most basic level, "first things first" means ensuring a stable process before scaling up production. A manufacturer operating on this principle will not rush to meet high output demands until critical variables, such as raw material quality, calibrated equipment, and properly trained personnel, are confirmed and standardized. Skipping these initial checks often leads to systemic problems, requiring costly rework or recalls later in the production cycle.

A practical example is the implementation of Statistical Process Control (SPC). The first thing is to stabilize the process and bring it under control before applying complex analysis or optimization efforts. Without a stable baseline, data gathered from the process is unreliable and any improvements are likely temporary or misleading.

This philosophy is also deeply embedded in risk-based thinking, a core element of the ISO 9001 quality management standard. Manufacturers address the highest-risk items first, ensuring those with the greatest impact are mitigated before they can occur. This proactive approach, often formalized through tools like Failure Mode and Effects Analysis (FMEA), prevents minor issues from escalating into major quality crises.

Furthermore, "first things first" aligns with the gemba walk philosophy in lean manufacturing, where management goes to the actual place where work is done to observe and understand the real situation. The priority is understanding the current state of the process before proposing any changes. This direct observation ensures that solutions are grounded in reality rather than assumptions.

In the quality industry, "first things first" is a powerful operational guide. It demands discipline and foresight, ensuring that every effort builds upon a solid foundation, thereby minimizing waste, enhancing efficiency, and ultimately delivering the superior quality that customers expect. By prioritizing the foundational elements of quality management, manufacturers establish a resilient system capable of sustainable success.

Yet another benefit of this approach is improved workflow. As Jim Smith notes, “Enhancing the design process helps improve everything downstream.” So, check out Jim’s column, “Refining Product Design,”  and everything else Quality has to offer this month.

Enjoy and thanks for reading!