A Scientific Approach to Total Quality

1089 WordsAug 31, 20155 Pages
A Scientific Approach for Total Quality Ricardo Colon PJM – 440 Total Quality Management Colorado State University – Global Campus Dr. Victoria Figiel August 24th, 2015 A Scientific Approach for Total Quality This paper discusses the scientific approach to decision making and problem solving concerning total quality. When combined with total quality tools, the scientific approach can empower employees to commit to a continuous quality improvement culture. I will explain how this effect occurs. Also, a detailed synopsis of my experience related to how quality tools can increase project management success will be provided. Two ways of making decisions stem from examining the results and evaluating the…show more content…
Charts and graphs with quantifiable data are great tools to empower employees by visually communicating empirical evidence for improvement opportunities. Also, data tables are another example of total quality tools that apply the scientific method to collect valuable information for specific decisions making processes, (Goetsch, & Davis, 2013). Employees are empowered to collect data vital to decision makers for solutions to achieve customer satisfaction. Having a direct impact on customer satisfaction can create commitment to continuous improvement. My current employer embraces total quality tools to increase the likelihood of project success. For example, when we experience customer issues or complaints, we log a project case describing the issue, possible date for solution, and an action plan to prevent a similar issue moving forward. At the end of each fiscal quarter, all of the logged project cases are categorized into a histogram. The issues are measured in total project time delay per logged case. The graphical information displays the amount of complaints per category, the impact regarding on-time completion, and the cost to the company. Our leadership teams uses this information to focus on specific areas for improvement to dedicate organizational resources for training, and support. Some complaints are measureable, but not controllable. For example, if additional materials are requested after the initial purchase order, the customer may complain
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