For an effective analysis and collection of data, the most essential and important technic for quality management is check sheets. This is a highly improved technic that most industries use to conduct their business processes and ensure improvement in quality. Current processes associated with most business organizations and local governments involves the collection of data necessary for the analysis and sharing with other sectors for a proper discussion making, controlling and planning process (Furterer & Elshennawy, 2005). Modern firms nowadays either use a customized management system for databases or planning systems for enterprise resource. Other firms use the Manuel data collection system. However, the most fundamental tool approved for data collection process in the management of quality is the check sheet.
The check sheet is significant in collecting raw data related to the business and production processes. Collective data is inserted into a check sheet in a bid to improve business process, solve problems and make prompt decisions related to the business organization. The check sheet is characterized by making checks or marks to record data in the sheet (Soković et al., 2009). The checks or marks then indicate the number of times a given value appears, and eventually, the information collected becomes increasingly helpful as more information is gathered and recorded on the check sheet. In general, the check sheet is applied in registering the manner of occurrence for different problems, as well as registering the incidents' frequency in causing the particular problem for the organization.
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There are different kinds of check sheets that are utilized by many organizations. These include check sheets for defective items, production process distribution, defect location, as well as, the check sheets for defect cause and check-up confirmation check sheets. As their names suggest, these check sheets are utilized by organizations to collect relevant data that would contribute to improving the quality and performance of the business organization. Be that as it may, all these different types of check sheets are used when there is need to record relevant data, or trying to count, check, locate and classify data for general quality improvement processes. Likewise, they are used when an organization needs to check every measure taken in its business process, as well as when they require to visualize the distribution of measures within their production and general business processes.
Effectiveness of the Tool
This tool for quality improvement and management is effectively used and generally contributes to the improvement of quality for an organization. Since it is effective is presenting data, the check sheet is easier to use and demonstrated that is it capable of identifying to primary cause to a problematic issue. Likewise, it demonstrated how it could refute and substantiate allegations. The tool should, therefore, be used in the collection and observation of data from the same source or the same group of people. Furthermore, a check sheet is effective in marking out trends and identifying patterns (Furterer & Elshennawy, 2005). In general, the tool should be used in the application of quality improvement in the different business process for an organization.
Combination of Two Basic Quality Tools
In my point of view, the two basic tools for quality improvement that can be combined to offer a better quality improvement process is the value stream mapping and the process flow charts. Ideally, process flow charts are used to monitor process flow. It is used to monitor the current variation in a process. There are always variations in a process, which represents the common variation and thus the ways such processes are decided. A good example of variation in a process is the time when a given item fails to run correctly in a process, leading to the failure of the entire process. In such a case, the variation should be tracked down and rectified. When a given process involves many people who need feedback on quality, it is best to ensure that every individual involved understands the given flow and functions of the process in question.
On the other hand, value stream mapping is another lean tool that involves monitoring process flow steps. The tool helps in determining the effectiveness of a service transformation into something meaningful for a customer to purchase. Something has to have a given value for a customer to pay for it. Likewise, the value stream map is used to document the non-value and value-added activities, with the main goal of removing the wasted activities from the main process (Carpinetti, Buosi & Gerolamo, 2003). Value mapping assists in the management of quality through data collection on metrics such as process time and resources, as well as defining the given range. Furthermore, the tool shows opportunities for improvement and identifies wastes in the process. It indicates the expected outcome. Therefore, in combining these two quality assessment tools, an organization can best improve their business processes.
Conclusion
In general, the improvement of quality in a given process begins from mapping out the places to be improved in the process. Through the lean six sigma tools, business organisations, as well as, local governments can manage to improve the quality management and control of their processes effectively. Each organization requires quality tools that can help the firm achieve its overall goal in its business operations. Especially with the combination of two or more quality tools, an organization together with the local government can improve their processes and eventually achieve a reduced time in business operations, less waste, as well as, a relative cost for their products and services.
References
Furterer, S., & Elshennawy, A. K. (2005). Implementation of TQM and lean Six Sigma tools in local government: a framework and a case study. Total Quality Management & Business Excellence , 16 (10), 1179-1191.
Soković, M., Jovanović, J., Krivokapić, Z., & Vujović, A. (2009). Basic quality tools in continuous improvement process. Journal of Mechanical Engineering , 55 (5), 1-9.
Carpinetti, L. C., Buosi, T., & Gerolamo, M. C. (2003). Quality management and improvement: A framework and a business-process reference model. Business Process Management Journal , 9 (4), 543-554.
