A few weeks ago, a student asked me a very interesting question, following a discussion about her frustration with improper Quality Assurance practices in the organization where another student, her friends, works. The question she asked was: “What’s the deal with the changes you’re always talking about? Is it really necessary in Quality Assurance to always make changes? Can’t we leave something that works as is?”
Well, the short answer is: that’s right, we must constantly make changes.
The longer answer is this article, triggered by the conversation. (more…)
Ever since the appearance of the new revision of the ISO 9001 standard was published, I see incessant discussions of frightened Quality Assurance people on the differences between the revisions of 2015 and that of 2008, as well as a multitude of classes and trainings promising to help with the transition from the previous to the new.
However, as I am coming from a different approach, in my opinion, and of those who share my or similar approach, there is little real difference between the new, 2015 revision and the previous one. (more…)
I am very happy to announce that “Maof Dvora” invites you all to benefit from a variety of new training plans and also some reviewed ones, which have gone through much rethinking and fine-tuning. (more…)
Last time we spoke of the first stage in problem-solving methodology: Problem Definition. If we want to proceed and truly understand problem-solving methodology, we need to speak the same language. Thus, in this article, I shall focus on the three basic terms: cause, effect and target. (more…)
This past year has been so overwhelming for me with respect to all types of work that I do, that I hadn’t the time to write even a single article. But it has gone, I have freed a bit of time, finished the upgrade of the website and would now like to renew my writing of content, to bring you value. It won’t be weekly, as it was in the beginning, but I shall set a goal for myself to write a full article for you on a monthly basis. Then we’ll see how it goes. (more…)
This time I would like to offer you an article I have read on the web, following a discussion on one of the professional social networks, focused on the best tools for making a good root cause analysis of a problem. The article was written by Mark Paradies, president of System Improvements, Inc, and it may be found at his websiteThe TapRooT® Folks.
Some of Mark’s conclusions I personally do not agree with, but the article provides an excellent review of the basics of root cause analysis, its advantages and its weaknesses, and is written in a good, methodical way. (more…)
We have spoken of variance, so let’s now talk of accuracy. The two concepts are tied together as the chicken and the egg. I would like to illustrate accuracy by stories of two renown archers from history, or legend, depending on whom you ask.
Most of us dislike uncertainty, by our very nature. It evokes fear of what’s in the future, of losing control, of helplessness. We like being in control, knowing what to expect. We base it on our logical thinking, drawing from our experience: “if A then B”.
Uncertainty brings a feeling of disorientation. “If A is B” is no longer true. The significance of uncertainty is precisely that we are no longer certain that when “if A” occurs, B shall be the result.
Last week, following a discussion we held in class in the Quality Engineering course program, while answering questions in preparation for the ICQE exam, a student has asked me whether I truly thought that not all knowledge is always helpful. I replied that indeed this was so, and that it is my belief that sometimes, certain knowledge may not only be unhelpful but even harmful.
Being well aware that an answer such as this may result in a storm of protests, I had to elaborate and thoroughly explain and base my meaning.
Over 50 years ago Dr. W.Edwards Deming has formulated his famous 14 Points, which are studied in every Quality Assurance course ever since. Most people mistakenly think that Deming was a statistician, and that his greatest achievement in Japan was due to his understanding and love of that field of mathematics.
In fact, nothing could be further from the truth. Almost all of Dr. W.Edwards Deming’s 14 points are not about statistics at all. Rather, they are about people, about management. And to this day the Deming Institute teaches management and leadership skills, not statistics, as its main line.