To show the diversity of uses for the tools mentioned in the previous post, I chose a bit of a different topic. Rather than a shop process, in this case, sales are being looked at. The chart represents things theorized as being important to sales, for company X. Sometimes, just the exercise of producing such a chart can help bring out helpful ideas.
Every company and every marketing approach might use different items, but the principle would remain constant. Those mentioned are examples of what might be done. What I feel is important is that the packaging [marketing] matches the product [service.] A great company may flounder with poor marketing, but a poor company can also be devastated by great marketing.
My experience has been, with the chart, it is easier to see that all factors are geared in the same direction.
The same process of PDSA would be used to improve each category and the results could be tracked using the run chart, or perhaps the X-bar, R chart. There is a good deal more information on these and other chart types in the suggested reading list.
The points I hope I have illustrated are, by using these simple tools, a manager can greatly increase their odds of being right. At the same time they can greatly minimize their cost of being wrong. More correct decisions and lower cost from errors can greatly enhance any businesses chances of success.
Problems [opportunities for improvement] whether they are comebacks, personnel, or sales come in two main varieties, common cause and special cause. Treating either, as if it were the other will maximize loss. Using these simple tools can help avoid that situation. My sincere thanks to everyone who has followed this series of post.
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