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Non conformances can lead to great continuous improvements

Pretty much everyone I meet doesn't like receiving a non-conformance from their own business.

I don't either, I like to think that I am competent at what I do.

However, once the sting of the 'NCR' abates the opportunity appears...

Many businesses suffer from their staff addressing the problem directly infront of them and leaving it there.

The symptom is taken care of, by the root cause doesn't get explored.

If you can persist with your thinking about why the symptom appeared in the first place you can quickly arrive at a very logical and powerful destination, at the root cause. At the root your changes are more effective and prevent a wide range of other problems arising in the future.

At the symptom level you find yourself running around in circles, moving from one (mini) crisis to another.

At the root cause level, you are in control.

If your teams are paying lip service to handling the non-conformance reports generated in your business it might be time to guide them to some better thinking.

Giles



Giles Johnston
Author of Business Process Re-Engineering and creator of the 'Making It Happen' continuous improvement strategies online course.

P.S. If you want to learn some effective root cause analysis and continuous improvement strategies, check out Making It Happen programme. The first month is free, and you can find out more information here.


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Want more time for your projects? Try the 'Hour of Pain'!

Do you find your day being broken up by interruptions, stopping you from getting on with your work?

Continuous improvement projects often fall foul of this. The day can become so inefficient through the constant stopping and starting that we only just seem to have enough time to get the 'day job' completed.

I was in a meeting last week where this same issue cropped up. It also cropped up today. It's nothing new, but it is still a pain in the rear!

So, let me share with you an approach that has worked for my clients - the 'Hour of Pain!'.

Where there is a (performance) gap there is a concern

I had a really good day yesterday working with a client's team.

The team has issues. Plenty of issues. Some are managerial issues, some are people issues and some are production issues.

When I first met the team they didn't know what to do with their issues, so I started by helping them to see more issues.

Issues everywhere, they didn't seem very impressed.

And then we captured the issues as 'concerns' into the tried and tested 'concern cause countermeasure' format and followed the process:

Concerns probed for root causes and root causes converted into countermeasures.
Soon they realised that some of their root causes dealt with numerous concerns and they gained momentum.

Yesterday we pulled another one of their processes apart and identified all of the gaps. The gaps became concerns and we fed them back into the process. Now they have a practical action plan (of countermeasures) to upgrade the process in question.

What do you do with your performance gaps? …

Free Continuous Improvement Guide

I have recently published a new free guide, with the title:
Six Quick Tips to Help Continuous Improvement Deliver Results Faster In the guide I share how to:
Use the continuous improvement cycle properly.Get projects moving, if they are slow to start or have stalled.Identify the 'biggest bang for your buck' when reviewing opportunities.Determine the level of change you need to achieve through your improvements.Flip staff grumbles and concerns into positive improvement actions.Increase the overall rate of progress on your projects. All of the tips are highly practical and are no-cost strategies.
To get your copy, just click on the button below and access the guide in just a few moments from now.



Enjoy reading,

Giles
About the author Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes. Giles is also the author of Business Process Re-Engineering and creator of the 'Making It Happen' continuous i…