There Is No Process Until It Is Observed

(Image Credit: Doug Buckley of http://hyperactive.to)

I realized today that there’s a little bit of a quantum effect in quality management:

There is no process until it is observed.

Here’s what I mean. In the August 2012 issue of Quality Progress, Lynne Hare writes about how simple flow charts can be useful diagnostic tools. Just ask multiple team members to describe or characterize a process they’re familiar with… and see if they come up with the same thing! He says:

“My opening gambit was to ask each of the six team members to separately draw a process flow diagram. How many of you think I got six different flow diagrams? In fact, I got seven: One person wasn’t sure, so she drew two.

Clearly, the flow diagram exercise underscored the fact there had been no common understanding of the process; therefore, there could be no process control, no variation reduction opportunity and no path to improvement.”

I’ve seen this first hand! Most recently, it happened in our Spring 2012 “Quality and Process Improvement in Action” class at JMU. One student team was trying to document the process used by a community agency to link small businesses with resource providers who could help them develop their products, services, and marketing. After interviewing each of three stakeholders, the team ended up with exactly three vastly different process flow diagrams!

They were confused and dismayed. “What can we possibly do now?!?! We’re stuck!”

Fortunately, we (their professors) had seen this sort of thing before. When all of the stakeholders have a different sense of the process, this provides a pretty strong clue that they have never contemplated the steps of the process before, and how those steps are interrelated. More significantly, they have never shared an understanding of the process. Even though they have all been doing work, playing their roles, and serving a purpose, they have not been working together as part of a process – even if it seemed like they were!

Because the process has not yet been consciously observed by the group of participants, there is no process!

And as Lynne Hare points out in his article, without a common understanding of the process there can be NO process control — NO opportunity to reduce variation — and NO way to improve. If you find yourself in this situation, make it a point to get those participants and stakeholders together and consciously observe the process.

Once you do this, you make it real, and end up with a basis for moving forward.

3 replies »

  1. Thank you for the article, I get it more clear now..your example about Spring 2012 “Quality and Process Improvement in Action” class at JMU really describe it well about the situation that happen when all the agents in the system have a different perception on the process..I see know the value of a simple flowchart to make all people on the same page about the process they are dealing with..

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s