The QC Story Procedure

I understand the importance of the role of my supervisor, VP Merchandising, with a primary objective of putting merchandise on the retail floor and having products ready to be shipped from the warehouse when customers’ orders come. Any recommended process improvement actions must be clearly understood, backed by reasons, and supported by evidence. If there is a possibility that a process improvement action may delay or may add costs to the process, such an impact must be reviewed carefully with relevant quality cost analysis. Process improvement actions should only be taken when the company management sees an overall cost reduction. Otherwise, recommended actions will be recognised simply as imagination or desk theory and perceived as bad for the business.

People in the manufacturing industry often say quality is everybody’s business. A consumer product can easily contain dozens of parts and materials contributing to product quality. If any of them is located out of its tolerance for its intended use, the product will be defective. Unless a process improvement plan is clear and logical, getting management support for implementation won’t be easy. In other words, the management wants to understand how a program is implemented. The next question is what tool is available. To impress the management, I DO have a program that has been carefully designed, will be carried out step-by-step, will provide opportunities to verify its effectiveness during its rollout, and will complete with measurable goals. Therefore, I consider that the QC Story Procedure tool is the right one as it is easy to understand and use. I expect that the management would likely be convinced about the plan’s effectiveness and render necessary support. I believe the tool contains clear concepts and maintains a fluid flow of thoughts followed by logical conclusions. The QC Story Procedure tool is explained as follows: