This TQM article, is a continuation from Part 6a published on [June 30, 2006 04:25:03 am]. In this article, I will share about problem or difficulties faced by the team when they use the tools in the IMPROVE PHASE.. Lets see how we can handle problem or difficulties with < Force Field Analysis and Prevention Planner tools in the D.A.I.C. methodology for Improvement.

Just to recap, tools used in the IMPROVE Phase are listed below. In this article, I will cover the tools in bold:

Brainstorming of action / solution | Selection Grid | Benchmarking | Cost Benefit Analysis| Control lot and testing | Pilot the action / solution |
Force Field Analysis | Prevention Planner
Problem with Force Field Analysis
This is a very useful tool guided by a template. If used appropriately, it helps to overcome some of the objections for the team when implementing a solution. However, it is not an easy tool to master. Some of the common issues faced with team members in using this tool are:-

• Not able to crystallize the current and desire state of the issue on hand
• Cannot differentiate the difference between Restraining force and Driving forces in the template
• Not able to identify human aspect of the restraining force

• Clarify with team members the current state (problem) and the desire state (the effect after a solution is found)
• Clarify items listed in the Restraining force and Driving force are correct. Write direct to the point and not to list the effects.
• Limit to 3-5 point on each side of the template i.e. Driving force and restraining force

Problem with Prevention Planner
Once the force-Field Analysis is done correctly, the prevention planner is merely put things into perspectives. However, problems still exist.

• Irrelevant information capture in this planner due to issues faced with the usage of Force-Field Analysis
• Trigger point is not clearly identified and understood
• Preventive action listed is not preventive in nature.

How to Overcome Prevention Planner Problem

• Most of the time, revisit the Force-Field Analysis. Once, it is done correctly, the planner is easy to resolve.
• Separate corrective action and preventive action clearly
• Test the understanding of the trigger

In summary, this IMPROVE PHASE is critical for team members to ensure implementation of solution can be carried out smoothly. With proper analysis and planning, many expected would be surfaced. The next phase of the D.I.A.C. Improvement Methodology is the CONTROL PHASE.

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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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LM Foong

He holds a Master Degree in Business Administration majoring in Total Quality Management (TQM). He provides consulting services specializing in TQM Implementations, Malcolm Baldrige Framework and ISO 9001:2000 Quality Management System. He conducts interactive workshops and hand-holding sessions in Strategic Planning, Improvement Projects in Cost Reduction, Quality Improvement, Productivity Improvement, Cycle Time Reduction for transactional processes in Insurance and Banking Sectors As well as developing Market and Customer Database for a Marketing company.

To-date, he works in a local conglomorate in Malaysia. Being in the corporate office of a local conglomorate, he has exposed to entrepreneurial and financial aspect of the business. As an internal consultant and strategic partner for the last 6 years, his achievements include project managed Quality Initiatives with a property developer in Singapore and Insurance company in Malaysia. He also build Internal Improvement Capability for Strategy Execution, Cost Reduction Projects in several manufacturing companies. He has consulted and facilitated more than 20 improvement projects within the conglomorate.

He has over 35 years work and consulting experience in various industries like Processing, Manufacturing, Insurance, Banking, Education & Training and consulting with both local corporations and MNC.

He has worked for Ayer Hitam Tin Dredging, Kemaman Palm Oil Mill, Motorola, Applied Magnetics, OYL Group and held several positions like Sr. Facilities Engineer, Manager in Manufacturing, Business Planning, Quality Control and Business Unit Manager.

He welcome feedback from readers