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| articles:triz_application [2019/02/10 14:08] – [The Quality "Whac-A-Mole"] rrandall | articles:triz_application [2019/02/28 11:46] – [The Quality "Whac-A-Mole"] rrandall |
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| By incorrectly treating "Common Cause" variations as "Special Cause" variations, the result resembles the 1976 arcade game, "Whac-A-Mole" (where moles pop up from their holes at random, and the player earns points by forcing them back into their hole through hitting them directly on the head with a mallet). In the end, nothing is accomplished... but the player has a false sense of accomplishment reflected by their score. | By incorrectly treating "Common Cause" variations as "Special Cause" variations, the result resembles the 1976 arcade game, "Whac-A-Mole" (where moles pop up from their holes at random, and the player earns points by forcing them back into their hole through hitting them directly on the head with a mallet). In the end, nothing is accomplished... but the player has a false sense of accomplishment reflected by their score. |
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| In the quality profession, a very large number of nonconformities are addressed through the corrective action process... WITHOUT consideration as to whether the issue was a "Common Cause" or "Special Cause" variation in a process. By treating "Common Cause" variations as "Special Cause" variations, there is no "real" improvement (much like "Whac-A-Mole"). However, the quality team "feels" good (a false sense of accomplishment) about the apparent (short term) success of each corrective action. | In the quality profession, a very large number of nonconformities are addressed through the corrective action process... WITHOUT consideration as to whether the issue was a "Common Cause" or "Special Cause" variation in the process. By treating "Common Cause" variations as "Special Cause" variations, there is no "real" improvement (much like "Whac-A-Mole"). However, the quality team "feels" good (a false sense of accomplishment) about the apparent (short term) success of each corrective action. |
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| Through understanding "Common Cause" vs "Special Cause" variations in a process still cling to CI, | |
| Through understanding and adjusting their approach to addressing process issues, by first determining whether the issue is a "Common Cause" or "Special Cause" variation, actual process improvements can be realized | Through understanding and adjusting their approach to addressing process issues, by first determining whether the issue is a "Common Cause" or "Special Cause" variation, actual process improvements can be realized |
| ===== CI and Optimization ===== | ===== CI and Optimization ===== |
