Right Next Time – Really!?

The key to success is quality which means ‘Right First Time’.

Nothing wrong with continuous improvement but serial failure is not acceptable.

Total quality management (TQM) is an approach to success through customer satisfaction that can be summarised as a management system for a customer-focused organisation, that involves all employees in continual improvement.

Do it right the first time (DRIFT) is a management accounting theory related to production management & just-in-time (JIT); whereby a manufacturer only receives goods as needed, cutting inventory costs.

We expect zero defects in things or services we buy. Buy a new TV & the pixels start burning out, & you demand satisfaction. When  the car goes in for a service, you expect the mechanic to install parts as prescribed. No defect is acceptable when it affects you personally.

So why is it so easy to accept that “shit happens” when producing a product or providing a service.

Zero defects is a great way to resolve the discord between what we expect for ourselves but can accept for others.

AGILE is great if it means continuous improvement,  not so much if it means continuous rectification.  Trouble is, if the supplier has to get it right first time, then how’s he going to justify continuing to milk the cow?

[ERP is a system or systems (people, processes & technology) to facilitate & support JIT & getting things right first time.]

Cheers John

The Biggest Risk of All

Risk is the likelihood that things will go wrong.  Wherever and whenever there is more than one potential outcome, a less desirable outcome is possible.  To manage risk effectively requires the anticipation of outcomes, including less desirable outcomes, and a plan and budget to manage those events.  Simply compiling a list of risks of potential issues and / or problems, without embedding strategies to deal with them into plans, is not effective risk management.

Anticipating every potential issue at the start of a programme may be impractical, however, it is possible to continuously anticipate problems as a programme progresses and to continually update and amend plans to deal with issues as and when they occur, and keep the plan on track, time, cost and quality.

To quote the ‘Scrum Alliance’:

There is no definite consensus on the need for risk management within the Agile method. This has led many to believe that risk management is irrelevant in an iterative model. Some follow the approach of ignoring risks until they manifest into issues; they then manage them through the natural sprint progression.”

And that’s why ignoring risk is the biggest risk of all!

Feel free to retain a copy for your records.

Cheers John

John L. Evans / FCMI, FIC, FBCS CITP, MCIPS

+44 7957 190 186