I Fear Gifts Bearing Greeks


McAllister, Hugh R.   (1997, ASQ)   Post, Buckley, Schuh & Jernigan, Inc., Winter Park, FL

Annual Quality Congress, Orlando, FL    Vol. 51    No. 0
QICID: 10655    May 1997    pp. 1041-1048
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Article Abstract

Planning quality through the system is more effective than planning quality systems activities. Planning quality requires profound knowledge of the system. This philosophy is embedded in a ten-step manual for creating quality plans. First, train the planning team so that it will have the knowledge to implement its plan. Second, create a team mission statement aligned with the company mission, and be sure that the team understands its mission. Third, develop team values and guiding principles that are aligned with those of the company. Fourth, list processes of the business, starting with 3 to 5 high-level processes. Then each of these key processes should have 5 to 10 subprocesses listed under it. Continue to cascade the list with levels of subprocesses. Fifth, create operational matrices that identify for each process its: boundaries, suppliers, inputs, customers, outputs, and potential measurements. Being aware of process boundaries is a vital element of the improvement process. Sixth, select and prioritize the processes needing improvement. Seventh, create a budget for each improvement project and note the budget available for continuous quality improvement activities. Eighth, set up a schedule and list of individuals for each proposed project. This plus the information from the first seven steps is the roll-out plan. Ninth, draft the final planning document. Tenth, present it to the quality council. If necessary, address council concerns by developing an amended plan.


Quality plan,Profound knowledge

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