Why is Quality Planning So Much of an Afterthought?

It’s really interesting for me to look back and think about how many times quality planning has come up as an afterthought. It is staggering for me to think about what could have happened if quality planning was done the proper way.

Here’s an example….one time I was involved with a new product introduction, and one of the major milestones in the quality planning protocol was for gage repeatability to be assessed and acceptable by a certain date. Sounds fine and dandy right? Well, the exercise turned into a frustrating one, as discussions turned into something like “did the gage r&r’s get done today?”, without even considering why they were being done in the first place. Moreover, people who didn’t know the first thing about what a grr was were asking the questions…..

I’ve seen this phenomenon across several industries, and it makes me wonder if up-front quality planning generally is really taken seriously at all…..

Comments 4

  1. michael cardus

    this is a view of attempting to connect effects with causes.
    Up front quality planning is an attempt to measure defined effects although the causes are numerous.
    All we can usually define are lose conjunctions beteween cause-effects.
    Many organizations want to get to it and feel that teh quality and planning part is something that can be worked out later. This is the fault of the project leader and the organizations rush to show action.
    6S projects like many other quality projects can move slow in the begining and this creates restlessness and poor quality planning.

  2. Kosta Chingas

    You’re absolutely right in what you say about the "rush to action".

    Maybe the action should be to actually do the planning….imagine the outcomes…..

  3. Jsev607

    I see this daily and the phenomena is ten fold when the team developing the product or service is not the same team that supports it after launch. I wholeheartedly believe this is a "management responsibility" failure. If the organization does not focus on SQDC in that order, then no team will either.

  4. Kosta Chingas

    Jsev607, I have a feeling that it is very common for the development team to be different from the operations support team for a product. That structure has been almost universal across companies I’ve been involved with.

    I’m sure they’re not all that way. I feel that the most successful companies keep operations as the "crown jewel" of the company, rather than having finance and product development taking that spot.

    To me the more seriously you take operations planning, the better the outcome will be after introduction….

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