Page 255 - The Handbook for Quality Management a Complete Guide to Operational Excellence

242 C o n t i n u o u s I m p r o v e m e n t

is also counterproductive, as it increases process variation. Determining
whether variability is from special causes or common causes requires an
understanding of the statistical methods of control charts. This simple fact
is cause for concern with regard to continuous improvement by individu-
als working without the benefit of meaningful systems-level thinking. In
these environments, it is critical for local management to be experienced
in these statistical tools, to ensure they are monitoring for adverse effects
from small-scale improvement efforts. A cross-functional team with the
right blend of experience, trained in the proper methods, is often a safer
alternative.
Process improvement teams focus on improving one or more impor-
tant characteristics of a process, for instance, quality, cost, cycle time, etc.
The focus is on an entire process, rather than on a particular aspect of the
process. Process improvement teams work on both incremental improve-
ment (KAIZEN) and radical change (re-engineering or breakthrough proj-
ects). The team is composed of members who work with the process on a
routine basis. Team members typi cally report to different bosses to pro-
vide a cross-functional perspective of the process, and their positions can
be on different levels of the organization’s hierarchy.

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