Examining the development & practice of quality management at ONS, using both linear and non-linear thinking

Karen Williams

Introduction

• The research in context - objectives

• Perspectives & Definitions

• An example of the successful use of non-linear thinking

The research in context

• ONS Quality Centre – its role in this research

• Developing 2011 Census Project quality procedures

• Reviewing quality procedures

Perspectives & Definitions

• Why look at different ways of understanding quality?

• The development of the traditional approach to quality• The challenge to National Statistics Institutes

• Defining linear (Newtonian paradigm) thinking

• Defining non-linear (complexity paradigm) thinking

Complex Adaptive Systems (CAS)

CAS evolve according to 3 key principles:

• order is emergent as opposed to predetermined

• the system’s history is irreversible• the system’s future is often unpredictable

Dr Kevin Dooley (Arizona State University)

An example of linear v non-linear understanding

• Project methodology (PRINCE2)

• The 2011 Census Product Description and development procedure

• Product Descriptions as ‘order forms’• Self-organisation• Enabling framework

• Research methodology

Quality procedures cycle – a linear view

1.Product Description

3. Product Development

4.Review &Sign-off

2.Review ProductDescription

Quality procedures viewed from a Complex Adaptive Systems perspective

Stakeholder Interaction Communication

TRUST

Collaboration

PRODUCT

DESCRIPTION

Communication

Critical Appraisal

Interaction

Trust

ReviewPRODUCT

Review

Emergence

Emergence

Outcomes & Project Recommendations

• Improved communication

• Acknowledgement that the Product Description concept worked

• Simplification of the procedures

• Creation of a quality group made of representatives of different project work-streams

Conclusions & Recommendations

• Complexity theory aided understanding

• A broader definition of ‘customer’ is necessary to improve interaction

• An ‘enabling framework’ creates the conditions for more successful innovation

• Further research

Thank You

Karen WilliamsSenior Quality Improvement Manager

Quality CentreMethodology Directorate

UK Office for National Statistics

karen.williams@ons.gsi.gov.uk