Many organizations will collect metrics ???because the book says we have to in order
to get our rating.??? Well, we have to admit that is a good reason, but it is not the best
reason. When used correctly, metrics can help decision-makers make good decisions.
When used incorrectly, they can help decision-makers justify their boo-boos.
Metrics can also be used by managers to abuse their people. So, this chapter spends
a lot of time discussing metrics and the data that go into them.
It would be absurd to think that one small chapter in this book could teach you
all about SPC. What we have tried to do in this book is to distill the knowledge you
need to implement process improvement activities in your organization. So, this
chapter also tries to do that; that is, to summarize what can sometimes be diffi cult
concepts into something you can use right away. We have tried to summarize the
information we have learned over the years and to summarize the best practices we
have found in other organizations.
This chapter introduces different types of charts and discusses reasons for using
the charts and reasons for collecting data.
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