4 replies to this topic

[Simon]

What have consistency, repeatability, uniformity and standardisation got in common? They're goals we quality boffins strive to achieve for our products and services, and the biggest tool we have in our arsenal for helping us to achieve our goals is the mighty procedure! It may only be made of paper but you know the saying "the pen & paper are mightier than the sword,' and boy can we wield them. When procedures are followed diligently they bring about order and control, but how do we square this with the need to bring about improvement through creativity, innovation, experimentation and risk-taking?

The business enterprise has two, and only two, basic functions: marketing and innovation. It is not necessary for a business to grow bigger; but it is necessary that it constantly grow better. ― Peter Drucker

No I'm not drunk; please tell me if I'm talking rubbish.

Regards,
Simon

[Wallace Tait]

What have consistency, repeatability, uniformity and standardisation got in common?  They're goals we quality boffins strive to achieve for our products and services, and the biggest tool we have in our arsenal for helping us to achieve our goals is the mighty procedure!  It may only be made of paper but you know the saying "the pen & paper are mightier than the sword,' and boy can we wield them.  When procedures are followed diligently they bring about order and control, but how do we square this with the need to bring about improvement through creativity, innovation, experimentation and risk-taking?
The business enterprise has two, and only two, basic functions: marketing and innovation. It is not necessary for a business to grow bigger; but it is necessary that it constantly grow better. -- Peter Drucker

Nope your not drunk. I may be though as I sip on a glass of crown royal and some Canadian beer (I need it to get through this post).
Isn't it great how some authors can articulate what we have been trying to get through to our friends, family and colleagues for years with very little success?

There's many threads to the webs of procedure versus innovation and, it can become quite overwhelming at the best of times.
Procedures are necessary within many if not all successful businesses yet, we are called upon to think out of the box (Forget about procedures) to become innovative.
Taking a step back and looking at this issue as if looking at the Earth from the Moon, we can see the big picture.
Seeing the big picture allows us to see that, to be innovative we must by nature allow a process to take place that does indeed have procedures attached to them.
The process and procedures may be viewed best as a flow chart format.
The innovative process has a starting point that flows from the first step to the final "AHA" moment and, the evidence of system within the flow of innovation is clear.
I believe order and control are evident in the innovation process, order and control are essential constraints that make the innovation process "value added.
Just my take, for what it's worth.
Wallace.
Now I'm drunk.

Edited by Wallace Tait, 26 January 2005 - 03:43 AM.

[Simon]

Isn't it great how some authors can articulate what we have been trying to get through to our friends, family and colleagues for years with very little success?

I take it you mean Drucker.

Procedures are necessary within many if not all successful businesses yet, we are called upon to think out of the box (Forget about procedures) to become innovative.
Taking a step back and looking at this issue as if looking at the Earth from the Moon, we can see the big picture.

Unfortunately only a privileged few in the organisation sit at an elevation which allows them to look down on the organisation and see it as a whole - Quality Professionals being amongst them. Even in 2005 the natural bent of management is towards command and control; of course procedures are necessary to meet requirements but as Drucker says we must innovate!

It is the duty of management (or the men on the moon) to develop processes whereby the creativity of shop floor workers can be captured (and used) in a structured way. In most manufacturing organisations a large proportion of the workforce are shop floor and they have bucketful's of creativity - although sometimes it can be bloody hard to get at.

Maybe if we utilised more of our shop floor works natural creativity they would be more inclined to follow procedures (having got it out of their system).

I'd be interested to hear what others think.

Regards,
Simon

[Wallace Tait]

Simon,
I firmly believe that, if an organization is commited to CI (Or being forward thinking) at any level of comprehension; showing evidence of system thinking would be the first innovative enabler for workforce involvement.
Of course, this is what we want in an ideal world yet, there are some organizations that are indeed forward thinking to the point of being systems thinkers by way of their organizational culture.
I look to the core values of an organization to evaluate their potential regarding system thinking and innovation.
The genesis of system thinking is IMO, the enabler that has been broadly missunderstood or either overlooked, due to the reality of financial constraints attached to the infusion of such innovative processes within organizations that; by nature business manage by objectives rather than manage by means.
Looking at the process of innovation, it's clear that the major constraint may be financial support of the innovative process.
Wallace.

Edited by Wallace Tait, 26 January 2005 - 08:30 PM.

[Simon]

Looking at the process of innovation, it's clear that the major constraint may be financial support of the innovative process.

Yes Wallace, we all do well just trying to meet today's customers requirements. The seasoned QM understands this and is reconciled to grabbing opportunities for improvement as and when they present themselves. It's the best many organisations can hope for in the current climate. And as for innovation…

Regards,
Simon