Deming/SPC case study question

["Vic Forte" <vic@vicf.com>]

So you have introduced an improved system. It has saved the company money
and improved the general atmosphere, but you have a couple of guys who are
screwing it up for you because at least one of them was not on board at the
start and it wasn't his/her idea.

Your difficulties are enhanced by with operationally defining parameters
which means that you rely upon subjective judgement. The judgement you are
relying on is that of the people who are against you and want to screw up
your new process. They are being tougher in their judgements and making it
look like your new arrangements are at fault. This will make you look bad to
your boss and you are afraid that he will insist that you return to the old
ways.

I hope I have got this right. Excuse me if I am being a bit blunt.

Believe in the results that your QC guys are giving you. Trust them. You may
not really believe it, but you must behave as if you do. You have got to
remove this barrier between you and them if you want to any make progress.

Talk to them about what is causing the variation. Ask them to help you find
out.
Examine the process. Study the process steps. Create a flow chart and study
it along with others in the process. Your aim is to improve the process.
Find out where in the process the variation is coming from. In doing this
you will want to ask them about the aim of the process. Ask all involved to
agree an aim.

Ask them to help you work on the process to reduce the variation. Get their
ideas. Talk to them about the operational definitions and the measurement
processes and judgements that you are using. As them "how will we know when
there is an improvement".

In other words bring your people together with a common aim of improving the
process - get them make contributions and see their contributions come to
fruition. Make it their idea.