After obtaining the sustain of HR and Finance, it was the turn to obtain the one from the Business Units managers. Let us have a talk with them.Continue reading
Paul (the quality coordinator of BIT), was able to obtain the sustain of HR to introduce Kanban methodology in BIT. But this was not enough: he needed now the support of Finance.Continue reading
In the last three years, BIT had 4 cases of employee burn out. Three of them were young employees, holding an operative level; one was a middle manager around 40 years hold.
Paul, the quality coordinator of BIT, who has also the role of Health and Security (H&S) agent, believes it is time to insert the prevention of psychological risks (PSR) in the QMS of the Company
After discussing with the team leaders and high management the 6 principles of the change management process of BIT, Paul was ready to design the different components of the process. It started with the reporting phase.
It is not the first time that the Quality coordinator of BIT needs to deep drive in the topic of change management. Last time (September 2018) was related to the migration of the QMS from ISO 9001 version 2008 to version 2015. In that occasion, the ITIL V3 offered a substantial help to arrive to write a practical (and accepted by BIT management) procedure; as well important, to agree on the change principles before discussing the procedure.Continue reading
At end of 2021, the two founders of BIT decided to retire.
The management of the Company was entrusted to the daughter of one of the founder: Emma.
Since she was a teen, she has been involved in the family business but after graduation (in philosophy) she spent some years working abroad in an IT distributor company. Meantime, she obtained a MBA.
The SPC of the quality analysis of the tracking list showed the presence of a strong seasonality in the process.
Statistically, it is possible to remove the seasonal effect but the quality coordinator of BIT prefers to separate the analysis of the process in “normal” and “high” period in order to give a business value to this quality measure.
In the post Quality check of the tracking list it was presented a quite straitforward way to manage the quality of this control list. With the help of the statistical process control technique we can determine if the effort of the team have brought the process under control: a basic step to introduce then the continous improvement.
In the post Balanced scorecard measures and statistical control charts I tried to link the concept of “control” with the concept of “diagnostic”.
In this post I wish to give an intuitive presentation of the statistical process control.
The tracking list is a powerful monitor tool for processes in which SLA are important.
A regular quality analysis of the data collected is fundamental to assure the effectiveness of the tool. Continue reading