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Subject:Re: Developing a Methodology From:eric -dot- dunn -at- ca -dot- transport -dot- bombardier -dot- com To:TECHWR-L <techwr-l -at- lists -dot- techwr-l -dot- com> Date:Thu, 25 May 2006 15:45:46 -0400
In all seriousness,
John Posada <jposada01 -at- yahoo -dot- com> wrote on 05/25/2006 01:42:24 PM:
> BTW...the goal of Six Sigma, from the perspective of documentation,
> means that if a million people read a document, only 3.4 defects will
> be discovered ...
True. If your only applying to Six Sigma to the documentation output.
However, in that limited scope, what constitutes a "defect" is dependant
on the definition of a defect and how those "defects" are being measured.
Really, Six Sigma can be applied to any part of the documentation
lifecycle, from information gathering/creation to document archiving, with
any measurable metric used to try and detect a bottleneck or other process
limitation/deficiency.
Otherwise, documentation is central to all effective Six Sigma/ISO/Total
Quality or other priesthood-run-acronym-driven-process(tm) following
organisation. Even those that simply use good sense to get the job done.
Document what you do, do what you document. Consider change only once a
problem has been quantified. Evaluate and document possible replacement
procedures. Once you can prove the benefit outweighs identified (and
preferably mitigated) risks. Follow the new documented process.
The backbone of all the big name process "methodologies" and the simple
secret to success and repeatable outcome. No need to partake of the
kool-aid if you can see the logic of good procedure planning, execution,
and well designed fail-safes and/or idiot proofing. Include a little
logical failure planning and exception handling and you're done.
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