PROCESS IMPROVEMENT

The reason that SPC is an important consideration in a nonmanufacturing organization is the fact that even nonmanufacturing organizations have problems (challenges) and concerns about the bottom line. This is very important even for not-for-profit service organizations to understand because even not-for-profit organizations are interested in reduction of variation (waste) and bottom line (funding).

So how can SPC be used? We already have mentioned that any process improvement must begin with simple analysis of the process with involvement and ownership by the people doing the work. Furthermore, this personal involvement must be supported by effective teamwork as well as empowerment. Specifically, we look for SPC to help us do the following:

• Define the variation in the process

• Prioritize and set aggressive targets

• Identify current problems and set a base line

• Brainstorm new process approaches

• Implement organizational and technical improvement

• Close the loop of corrective action

These six items are indeed the cornerstones of any SPC program, no matter where that program is being implemented. Of special interest is the corrective action loop, because we are concerned not only with the generic attributes of corrective action (corrective actions and preventive actions) but with activities that include detection, documentation, root cause analysis, short-term correction, long- term prevention, ongoing measurement, new documentation (based on changes, modifications, revisions), follow-up, and approval.