Three Steps to Continuous Improvement


Bice, Archie E.   (1989, ASQC)   Consolidated Diesel Co., Whitakers, NC

Annual Quality Congress, Toronto, Ontario, Canada    Vol. 43    No. 0
QICID: 3661    May 1989    pp. 800-805
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Article Abstract

This paper offers three steps that lead to continuous process improvement when they are supported by a commitment to professionalism, excellence and self discipline.

Step one discusses the relationship between the decisions made by industry leadership and our ability to move from failure driven systems to systems that provide continuous process improvement. Anything less than a full commitment to quality principles and excellence from industry leaders will limit the effectiveness of efforts to implement continuous process improvement programs.

Step two draws a comparison from the world of athletics, provides a list of the characteristics that will be found in a well designed process and presents 18 reasons for the development and control of adequate procedures.

Step three introduces the auditing process as a means of verifying that management is receiving the intended return for investing in the design and control of work processes. Systems Audits review the adequacy of the quality management systems and organizational plans and ensure that they have been developed. Compliance Audits investigate the degree of discipline being exercised in implementing documented work processes. Finally, problem identification supported by an adequate corrective action system and the existence of controlled work process documentation, leads to systematic continuous improvement.


Quality audit,Continuous quality improvement (CQI)

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