Re: What charts does a CEO need?

[Kromkowski@aol.com]

The simple answer is exactly what Deming said: on any data the regularly 
passes over his/her desk and for any data which will serve as an alleged 
basis for making a decision.  We might also look at Chapter 5 and Chapter 7, 
OOTC

As I have thought about this on and off, I have begun to strongly feel that 
the questions 5a. Is absenteeism in your company a stable process? And 5c. 
How about accidents? should be the beginning point for the control chart 
introduction.

The one thing that every company with employees must keep track of is whether 
or not people show up for work.  For the simple purpose of deciding who gets 
paid.

Yet, after over a decade of representing employers, I still really don't find 
any of them developing absenteeism policies that reflect an understanding of 
variation.
A method for identifying "in system" and "out of the system on one side or 
the other", coupled with action on special causes and investigation and 
action on common causes, as appropriate, must be far more effective than the 
common resort to arbitrary quotas regarding "allowable" days.

Accidents and other alleged work-related are also clearly and usefully 
susceptible to charting along with specific investigation and action as to 
common causes and special causes, respectfully.

A predictably [reduction of variation] healthy, safe and available 
[appropriately centered] workforce seems to be an obvious necessity to 
government, education and industry.  Anything less really seems like a 
dereliction of basic management responsibility.

John David Kromkowski
Attorney at Law
6600 York Road - Suite 108
Baltimore, Maryland   21212-2028
Kromkowski@aol.comTelephone:  (410) 377-6248Facsimile:  (410) 372-0624
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