2020

SEEN&HEARD

GOOD ADVICE

In response to “We ARE Doing It!” (September 2019, pp. 14-27): In my opinion, there are many companies that foment gender equality, but others don’t. When I started as part of a quality team, I was the unique woman and didn’t participate too much. After 20 years of experience, now my quality colleagues ask me for advice and support on quality process issues.

I have been a senior quality engineer for a year now, and it’s a new beginning for me. I reached this opportunity and am prepared and battling day by day to meet the expectations of my position. I received good tips from this article. Thank you.

Rosalba Badillo, Reynosa, Mexico


A BETTER WAY

I found the article “Bring the Energy” (August 2019, pp. 32–39) very interesting, and I’m curious about people’s experiences using acceptance charts. I work in healthcare, and we monitor certain events (patient harm, cases of C. diff and patient falls, for example) in a way that makes it difficult to tell whether we’re out of control. My facility has worked very hard to reduce harmful events and we’re a small facility, so one event is a huge spike.

After reading this article, I wonder if monitoring with acceptance charts makes more sense—patient harm is never acceptable, but what tells us when we’re out of control, or when we should take it (reluctantly) as common cause?

Jennifer Mayernik, Klamath Falls, OR


ADDITIONAL INFO

In response to “One Check to Rule Them All” (August 2019, pp. 40–47): For clarification, check sheets do not solve problems. They are, however, useful in investigating problems. Also, the example shown on p. 43 would be much better if it also used the X axis for additional information such as time, department or some factor that would add another dimension to the data. Knowing how many times something occurred is useful for prioritizing. The additional data may take you much further in identifying the potential cause.

William L. Osburn, Mason, MI


The Reaction Gauge

This month’s question

We’ve all been there. Constant stress at work makes us feel sluggish, unmotivated and unproductive. And it may be affecting your health—so much so that the World Health Organization added burnout to its list of official medical diagnoses earlier this year. How do you deal with burnout? Does your organization have any measures in place to help prevent burnout?

Join the discussion on myASQ at my.asq.org, or on LinkedIn at www.linkedin.com/groups/3633.

Last month’s question

Now more than ever, customers are holding brands to higher standards. When something goes awry, customers expect full accountability. This shift in customer mindset has driven some organizations to hire chief diversity and inclusion officers to ensure the organization stays in tune with what people want. How does your organization ensure customer—or employee—satisfaction? What are some things other organizations are doing to meet customers’ higher standards?

Wasfi Alrweis, Jordan, says:

In general, companies have to be proactive, not reactive—especially when there is no tolerance for sensitive out-product.

David Niacaris, Pleasant Grove, UT, writes:

I believe that companies are finally putting more trust and resources into the quality department, allowing quality departments to be more preventive as opposed to reactive.


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