{"id":490,"date":"2012-06-29T16:42:31","date_gmt":"2012-06-29T16:42:31","guid":{"rendered":"http:\/\/proqc.com\/blog\/?p=490"},"modified":"2023-09-19T12:10:45","modified_gmt":"2023-09-19T12:10:45","slug":"s-m-a-r-t-quality-planning-goal-setting","status":"publish","type":"post","link":"https:\/\/proqc.com\/blog\/s-m-a-r-t-quality-planning-goal-setting\/","title":{"rendered":"S.M.A.R.T. quality planning & goal setting…"},"content":{"rendered":"

Planning and goal-setting are certainly two of the most challenging tasks an organization faces. \u00a0However you look at it, macro or micro, strategic or tactical, short or long-term, planning seamlessly finds its way into all functions of management.<\/p>\n

Quality tools, such as flowcharts, fishbone diagrams, histograms, etc. add tremendous and inarguably invaluable assistance with this process, but the success hinges on whether or not you’re using the right one. \u00a0And, which one is the right one? \u00a0The most relevant answer is found in identifying the objective and subsequent details as accurately as possible.<\/p>\n

This is where S.M.A.R.T. comes in… Planning and goal-setting effectively to work towards meeting or exceeding the\u00a0objective. \u00a0It sounds quite simple, but using S.M.A.R.T. forces you to think broader and effectively ask the right questions that will later turn into result-driven action items.<\/p>\n

Be S.M.A.R.T when planning or goal setting at any level…<\/strong><\/p>\n

S – Specific<\/strong><\/h2>\n

For example, a quality problem identified with poor performance coming from a factory abroad isn’t solved by simply\u00a0acknowledging\u00a0there is “some” problem and then throwing different solutions at it to see if things get better. \u00a0By starting out specific, you lay out a roadmap for resolution. \u00a0In order to be specific, data collection is often required. \u00a0For example, are there any specific trends noted in the quality problem, such as raw material inconsistencies or labor shifts tied to production lots? \u00a0Are there seasonal or shipment quantity considerations? Figure out what is exactly the issue causing the poor performance. \u00a0Those trusty quality tools really come in handy here. But, if you define something in a general way, you’ll likely get a general result. \u00a0The same happens when you start by asking the wrong question.<\/p><\/blockquote>\n

M – Measurable<\/strong><\/h2>\n

Part of being specific is to help identify what metrics can be employed so that there’s reliable and valid data available to determine progress and further action. \u00a0In the example above, use the trends identified to place values on improvement. \u00a0This expedites the corrective action process as well because decisions are made easier. \u00a0How do you know when you’ve succeeded? \u00a0You have to know the specific problem in order to get the specific data you need to measure the performance.<\/p><\/blockquote>\n

A – Attainable (Achievable)<\/strong><\/h2>\n

Can the quality issue here be resolved? How can the goal be accomplished? Is that achievable based on the data gathered? \u00a0It may turn out the problem has a deeper root-cause, such as issues at the factory management level or raw material supplier inconsistency. \u00a0Some of the solutions may not be achievable based on the other requirements. \u00a0Remember, they all work together to form an organized system of goal setting and general planning. \u00a0If it turns out the solutions presented aren’t attainable, redefine the issue and subsequent corrective action as in this example. \u00a0Contingencies are important here.<\/p><\/blockquote>\n

R – Realistic (Relevant)<\/strong><\/h2>\n

Is it realistic to focus on the actual quality defects noted or the process creating the defects? \u00a0Is it something that fits in with the existing goals of the organization? \u00a0Based on the information gathered, is it realistic to believe the problem can be resolved to an acceptable degree?<\/p><\/blockquote>\n

T – Timely (Or Tangible)<\/strong><\/h2>\n

Especially when you’re dealing with issues that affect customers, timeliness is critical. \u00a0Gantt\u00a0charts are excellent for determining the time requirements of a specific issue. \u00a0Using measurements as checkpoints often ensures timely execution.<\/p><\/blockquote>\n

For more information on S.M.A.R.T. goals and planning, we like these sites:<\/p>\n