Collecting, storing and utilizing information about improvement opportunities: A discussion of the nontechnological barriers to success

Abstract

Total Quality Management (TQM) in various forms has for decades proved successful in improving productivity; continuous improvement and learning being essential tools also in Det Norske Veritas (DNV). Our suggestion for any improvement system is 1) Adjust ambitions to the sociopsychological climate in a unit before embarking on the explicit improvement road. 2) Without the backing of other managers, solutions may create harm rather than improvements 3) In a small unit, sophistication of the information technology will have insignificant effects 4) Align the reward mechanisms closely with what is to be achieved. 5) First analyse information that is collected for other primary purposes; then consider creating supplementing systems. This is based on our experience as a Quality System Advisor and Lead Auditor as well as with the Total Quality Management (TQM) practice of Det Norske Veritas (DNV). An improvement process was created and used for 9 months in a small unit in 1995–1996. No sophisticated technology was used. Many improvements took place in the 9 month period the system was operated, however it is questionable whether the success matched the expense (time, frustration, interpersonal friction, unrest). In this paper we describe the life and death of a small scale experience-database.