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