Explorons maintenant le monde intrigant de la cuisine française.

La cuisine française est réputée dans le monde entier pour son raffinement, sa diversité et son
héritage culturel. Elle incarne l'art de vivre à la française, où chaque repas est une célébration des
saveurs, des textures et des traditions culinaires transmises de génération en génération.

Au cœur de la gastronomie française se trouve la notion de terroir, qui met en valeur les produits
locaux et les spécialités régionales. Chaque région de la France a ses propres ingrédients uniques, des
fromages aux vins en passant par les herbes aromatiques, qui contribuent à créer une richesse
culinaire inégalée.

Explorons maintenant l'univers fascinant de l'architecture française.

L'architecture française a joué un rôle significatif tout au long de l'histoire, évoluant à travers les
époques pour donner naissance à des styles divers et emblématiques. Des châteaux médiévaux aux
œuvres contemporaines, l'architecture française témoigne de l'ingéniosité, du savoir-faire et de
l'esthétique qui ont façonné le paysage urbain et rural.

The TQM Journal

On improvement story by 5 whys

Jan M. Myszewski,

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On improvement story by 5 whys

Jan M. Myszewski

Department of Management, Kozminski University, Warsaw, Poland

Abstract

Purpose – The purpose of this paper is to establish a procedure to examine an organization’s

improvement process and its adverse factors.

Design/methodology/approach – The objectives were to find a way to represent content of a

specific improvement process and analyse reliability of improvement processes conducted at

operational, tactical and strategic levels. Inspirations of the text were various heuristic schemes used

in a process of problem solving: to stimulate transfer of data by formulation of questions (5W or

5Why); to control the flow of the process (QC Story or 8D etc.); and to document results of operation
(Ishikawa, fault-tree diagram, and others). The outcomes are: a questioning scheme on Improvement

Story by 5 Whys, which provides guidance, through a study of an organization’s improvement

processes related to containment, corrective and preventive type; and diagrams of the Prevention
State

Transitions and the Improvement Snail, which facilitate navigation through the above processes.

Findings – There is a finite sequence of Why-questions, which can be used to analyse basic

characteristics of systems of improvement processes in organizations. This scheme has a direct

graphical representation in the Improvement Snail and the Prevention States Transition diagrams.

Practical implications – The scheme has a wide scope of applications: it can be used retrospectively

or in parallel to a running process of problem solving. A context of the analysis may be auditing an

improvement process or monitoring a particular improvement project.

Originality/value – The scheme combines various aspects of improving the effectiveness of an

organization’s functions. It can represent, in a systematic way, information concerning risk issues
related

to: the problems and their mechanisms; the effectiveness of improvement processes that are related
to

various levels of organization: operational, tactical and strategic and their coordination. The scheme is

flexible, as it can be combined with various analytical techniques such as fault tree diagram etc. and it

can be adjusted to any specific purpose, by modifying the structure and content of questions set.

Keywords Organizational performance, Process analysis, Management systems, Improvement,

Effectiveness, Problem solving

Paper type Research paper

1. Introduction

Wisdom begins in wonder (Socrates)

Asking question can be an effective way to learn. Questioning techniques can be

used to:

(1) begin and conduct the interview or dialog, or;

(2) attract attention of audience to orator, or; and

(3) make the construction of speech extra more detailed.

1.1 The questioning techniques

The oldest known scheme is sequence of seven “circumstances” defined by

Hermagoras of Temnos as sources of information concerning an issue: who, what,

when, where, why, in what way, by what means (Quis, quid, quando, ubi, cur, quem ad

modum, quibus adminiculis) (Five Ws, 2012). The technique was used to teach people

who were required to have communication skills, such as: orators, confessors,

journalists. It has also have proven advantages in the systematic exegesis of a text.

Another questioning technique of that kind is a scheme of 5Why. It is credited to

Sakichi Toyoda (1867-1930) and included by Taichi Ohno (1912-1980) to the collection

The current issue and full text archive of this journal is available at

www.emeraldinsight.com/1754-2731.htm

The TQM Journal

Vol. 25 No. 4, 2013

pp. 371-383

r Emerald Group Publishing Limited

1754-2731

DOI 10.1108/17542731311314863

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of standards of Toyota Production System (Wikipedia, Whys), (Sakichi Toyoda, 2012).

The method consists in repeating several times inquiries, which start with “why”.

Usually the answer to preceding question is used to formulate the next inquiry.

The sequence of questions is expected to approach the basic cause of definite problem.

The determination of the 5Why scheme may be compensated by suggesting areas

to be addressed in questions. A scheme 3L5Y used in automotive industry

encompasses additionally aspects of manufacturing business and detection in process

of generating problem (Frank, 2009).

The general concept behind these techniques is to involve human mind in a process

of searching some idea by formulating series of questions and this way to stimulate

a problem-oriented thinking.

1.2 Formulation of problem

The subject of these considerations is analysis of the improvement capability of

management systems. The improvement is a standard function of a quality management

system. The potential or factual occurrence of some failure state in management system

is expected to initiate some improvement process to eliminate the issue. Any such

process is combination of containment, corrective and preventive components. In

practice however, this procedure happens to be not so fully effective and deserves

specific improvement treatment.

The objective of the paper is to establish a procedure which can be used to examine

improvement process and identify adverse factors. The construction is motivated by:

(1) observations that there are problems that happen to be left there, but not

eliminated. This is the main issue of the research project conducted by the author;

(2) practical need of presenting cases of improvement process collected during the

research study; and

(3) curiosity whether the 5 Whys scheme can be used to encompass all actions

that belong to improvement process (5 Whys, 2012).

In this context, a questioning scheme was formulated, which followed the sequence

of actions used to solve a problem: detecting, correcting effects, identifying causes,

establishing corrective and preventive measures. The scheme was completed by

a graph illustrating dynamics of failures of improvement process. The construction

was inspired by schemes of DMAIC (Pande et al., 2000), 8D and QC Story

(Myszewski, 2009). The referred schemes were focused on solving a problem which

makes a part of corrective or preventive actions. The Improvement Story is

a scheme, whose purpose is to support analysis of organization’s measures used to

improve effectiveness. Solving problem can be an effect of processing data referred

to in the analysis.

In Section 2 a flow diagram of improvement process is developed, which includes

containment, corrective and preventive action. The diagram illustrates some

specificity of particular kinds of improvement: they are bond to definite levels of

management system. In particular, prevention requires support from strategic level

of management. Otherwise, it may be inactive.

In Section 3 a graph is developed to represent possible transitions between states of

any particular function of management system with regard to the possibility of specific

failure. This diagram enables qualitative and quantitative considerations of various

scenarios of processes of improvement and of failure. Concepts of reactiveness,

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correctiveness and preventiveness are formulated to express the ability to achieve the

expected state by the respective actions.

In Section 4 a questioning scheme is formulated. The scheme is completed by

proposal of series of supporting questions, which are to provide more details on the

subject. The scheme can be used to analyse effectiveness of improvement process by

studying the particular case.

A case of application of the scheme of Improvement Story is shown in Section 5.

It illustrates aspects of improvement process addressed by the model. The text refers to

part of the Research Project No. 4113/B/H03/2011/40: “Systemic barriers of elimination

of human errors in organization moderately sensitive to errors”, financed by the Polish

National Science Centre.

2. Improvement snail

Corrective and preventive actions are two kinds of improvement which involve

elimination of causes of the problem. They differ by the moment of initiation and related

accessibility of data on the problem. Corrective action is launched when the problem has

occurred and symptoms of problem provide some data, which can be used in solving it.

Preventive action is to eliminate source of the problem before it appears. Diagram in

Figure 1 shows a general scheme, which includes both improvement schemes.

The numbers in triangles and associated questions are referring to elements of the

improvement story considered in Section 4. The improvement snail shows a map of

improvement and location of concerns referred to in questions.

2.1 Loop of correction/containment

Detecting a symptom of problem in a process usually is followed by action, which

takes place in the process, at operational level. Its objective is to recover the proper
function of the process. If symptoms are severe, the process is halted and is restarted

not earlier than they are eliminated. In parallel, defective items are eliminated or some

other “crisis action” is taken to reduce adverse impact of the problem.

Since the cause of problem is not eliminated, the problem can be expected to repeat.

Such a scheme of reaction may be found acceptable, for instance, when the detection of

problem symptoms is very easy and total cost of correction is relatively low. A simple

example of such scheme is replacing the light bulb when it is burned out.

Strategic

issue

Tactical

issue

Operational

issue

Unwanted

events

Preventive

action

Quality

objectives

Corrective

action

Containment

action

Detection

Problem Effects

Why IT may be

not prevented?

Why IT may be
not corrected?

Why IT may be

not suppressed?

Why IT may

happen?

Why IT may be

so important?

Mechanism

Source: Author; diagram represents a system of loops in which improvement can be done

Figure 1.

The improvement snail

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2.2 Loop of corrective action

Frequent repetition of problem or strong recommendation to have the identified

problem eliminated, may be a reason to initiate the procedure of corrective actions

(ISO 9001, p. 8.5.2). The objective is to eliminate cause of the observed problem.

Procedure consists of two phases: identification of so called “root cause” and

establishing corrective measures, which are supposed to eliminate it.

Corrective actions are associated with the tactical level of management system.

They are to compensate ineffective prevention and to adapt organization to changes in

its environment. They enable uninterrupted work on operational level, where the basic

processes are run.

Expected effect of corrective action is the improvement of system of standards used

in an organization. “Learning by error” may be very expensive mode of improvement,

due to cost that may follow from effects of problem, before it is eliminated. However,
this cost may be considered necessary, especially when the process is new and

mechanisms of potential problems are unknown. Reacting on circumstances may be a

rational strategy of learning how to control the process.

2.3 Loop of preventive action

The objective of procedure of preventive actions is to eliminate or prevent cause of the

problem, which at the moment has not occurred and still remains in the process. Main

difficulty is to recognize the potential problems. Once they are known, a process to

study their causes and elimination measures is similar to that of establishing corrective

action. However, in the case of corrective action, a pool of information can be bigger in

some evidences associated with occurrences of the problem. Opportunity to avoid high

costs related to the learning by error makes attractive this mode of improvement.

Deficit of data can make the task intellectually challenging.

Initiation of preventive action is associated with a risk that resources involved in

prevention are wasted. There is no factual evidence that potential problem can occur.

A circumstance in which a preventive action should be considered, the necessary

resources must be defined on the strategic level of management system.

2.4 Effectiveness of prevention is a strategic issue

There is also a practical reason. If prevention were option left to be decided by

respective manager-in-charge, it would never be initiated because of other current and

urgent tasks. Uncertainty about the symptoms and fear of being involved in causes of

the issue make people reluctant to communicate potential problems.

Loop of preventive action can be started in several modes. The simplest one is a

continuation of the process of establishing corrective action. It may consist in a study

of other potential causes of the identified problem or in finding other processes, in

which case similar problem may occur. In both cases, attention of people is focused on

the issue which is already known. The preventive actions are established as “by the

way”. More difficult is the prevention of problems that have not appeared yet.

It is needless to persuade that “prevention is less expensive than cure”, however, it is

generally postponed until it is too late.

3. Diagram of prevention state transitions

Given a fixed system, there is a list of requirements formulated with regard to its
functions and correspondingly, that is, a list of potential failure modes. Each potential

failure mode would represent a potential problem. For any potential problem, there can

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be several possible mechanisms for scenarios on how the problem may occur.

Each mechanism of problem identification is a result of sequence of events, which is

initiated by the so called “cause of problem” and its final element being the event

representing the failure mode. It may be purposeful to extend perception of problem on

its mechanism. Given a failure mode, there can be so many problems to solve, as many

independent mechanisms can be distinguished and may be all inter-related.

3.1 Basic states of prevention status

Given a particular problem with its unique cause mechanism, there can be three states

of prevention status that are distinguished as follows (Table I).

The above-mentioned states can be represented graphically by nodes of some graph

as shown in Figure 2. It can be checked that the three states are complete – there is no

other state needed to describe possible situations, which may occur in prevention (not

necessarily successful).

The diagram represents states associated with one particular failure mode and its

specific mechanism. For any other mechanism or other failure modes a separate

(similar) diagram can be drawn. To represent all failure modes and respective

mechanisms, corresponding triples of nodes should be drawn. For purpose of this text

such explicitness would give no significant advantage and we restrict our attention to

single mechanism of a single problem. It is worthy to note that processes shown in the

improvement snail diagram (Figure 1) are represented in this diagram as well.

Prevention status Characteristic of prevention status

1. Mechanism is hidden

un-prevented and inactive

There is no measure to prevent this mechanism. A need of

prevention has not been recognized yet. If some cause of failure

occurs, it is likely that unblocked mechanism will produce

a problem

2. Mechanism is prevented There is a preventive measure implemented which is capable to

block the considered mechanism either by stopping the process or

by disabling any cause, which could initiate the mechanism

3. Mechanism was activated but

problem occurred

The un-prevented mechanism has been initiated when problem

occurred

Table I.

Basic states of

prevention status

3. Mechanism

activated

Preventive action

← Preventiveness

Ineffective prevention

or change of conditions

Catastrophe

← Correctiveness

Corrective action

2. Hidden

prevented

1. Hidden

unprevented

Mechanism occurred

Reactiveness →

Containment action

Figure 2.

The transition diagram

of prevention states

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3.2 Basic transitions between prevention states

Arrows in the diagram in Figure 2 represent transitions between states. Tags attached

to each arrow denote attributes of respective transition such that corresponding event

(in italics) and probability measure (in grey field) are related with the transition

between two definite states. The transitions are described in Table II.

3.3 Remarks

All the above transitions are possible under assumption that the process which

provides the function in question is capable (i.e. measures of chance variability meet

the respective requirements) (see Daimler Chrysler Corporation, Ford Motor Company,

General Motors Corporation, 2005). Then:

. state 3 represents situation when measures of total variability are not acceptable;

. state 2 represents situation that there is barrier that prevents special causes from

affecting function realization; and

. state 1 represents situation when there is no such barrier but function is left open

to adverse influences.

From this assumption, it follows that mechanism of problem is associated with

some special cause. Its disappearance or elimination can be associated with some

(adverse or favourable) change of conditions in the system or its neighbourhood.

If the process function realization is incapable (that is if it cannot measure

chance variability), then prevention and correction measures are associated with

re-engineering and with the question of adequacy of the system to the expected

purpose. The improvement is part of development process.

3.4 Reactiveness, correctiveness and preventiveness

It can be shown (Myszewski, 2012) that effectiveness of any of loops of improvement

snail (and respectively of transitions 3-1, 3-2, or 1-2) depends on effectiveness of:
Transition Characteristic of transition between states

3-1 Containment action has been conducted successfully; however, mechanism of problem

remains not eliminated; transition frequency measure is denoted by term “reactiveness”

1-3 The hidden un-prevented mechanism of problem is activated by some problem cause

and the problem occurred

3-2 Corrective action has been conducted successfully, the respective mechanism of problem

is eliminated; transition frequency measure is denoted by term “correctiveness”

2-3 Catastrophe: sudden and significant change of conditions; existing preventive measure

failed to be effective and mechanism is activated by some problem cause

1-2 Preventive action has been conducted successfully, the respective mechanism of

problem is prevented; transition frequency measure is denoted by term “preventiveness”

2-1 A cause of problem mechanism occurred (due to change of conditions or ineffective

elimination of problem mechanism)

1-1 Condition in the process has not changed significantly; mechanism remains

un-prevented and not initiated by problem cause

2-2 Condition in the process has not changed significantly; respective mechanism of

problem remains prevented effectively

3-3 Condition in the process has not changed significantly; respective mechanism of

problem remains not eliminated and active; reactions (if any) are unsuccessful

Table II.

Basic transitions between

states of prevention status

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. monitoring as conducted on respective level (operational, tactical or strategic)

and ability to identify and react on the occurrence of the problem;

. provision of support by organization to identification end elimination of the problem;

. provision of contribution of people to identify and eliminate the problem when it

occurs;
. solving problem (identifying appropriate containment, corrective or preventive

measures); and

. realization of respective measures (containment, corrective or preventive).

Statement: the above criteria provide necessary conditions to have the respective

transition completed by use of containment, corrective or preventive measures with

acceptable high probability (Table III).

4. Improvement story by 5Whys

The basic formulation of “Improvement Story by 5Why” may be as follows:

(1) Why IT may be so important?

(2) Why IT may be not suppressed?

(3) Why IT may happen?

(4) Why IT may be not corrected?

(5) Why IT may be not prevented?

A basic purpose of the scheme is to arrange data concerning organization’s capability

to improve. The objective is to study the process and its environment with regard to

improvement potential and barriers. A context of the analysis may be auditing process

of improvement or monitoring particular improvement project. The analysis can be

done retrospectively or in parallel to running process of problem solving. In the

Improvement Story:

(1) input data are representing process and its environment and diagnosis of

actual or potential problem; and

(2) output data are systematized characteristics concerning: importance and

mechanisms of problem, and respective containment, corrective and preventive

measures.

The classical 5Why scheme consists of stepping down into details of problem

circumstances – questions are dependent on another question. In the Improvement

Story, each basic question concerns another aspect of improvement: relating to

severity, occurrence ability to detect the problem and block its effects, ability to

eliminate and to prevent mechanisms of the problem. They are closely related to the

spirals of the Improvement snail.

5. Example of the improvement story

The following case is based on an interview (audit style) which was part of the

research project.

One of company’s products is wire cable with connectors on its ends. It is of

more than ten metres long and its diameter is measured in centimetres. During the

occasional audit a sample of product was checked and some nonconforming lengths

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were discovered. During the interview a scheme of 5 Whys was used to analyse the

case (Figure 3).

5.1 Phase 1. Raport 5Why

(1) Why IT may be so important? (Table IV)

(2) Why IT may be not suppressed? (Table V)

(3) Why IT may happen? (Table VI)

(4) Why IT may be not corrected? (Table VII)

(5) Why IT may be not prevented? (Table VIII)

Improvement aspect Primary (diagnosis of difficulties) Secondary (diagnosis of remedies)

Importance of

problem – Why IT

may be so

important?

What are (potential) negative effects of

problem for stakeholders?

What are the most probable and the

extreme losses?

What can be done to reduce/

eliminate the negative effects,

when problem occurs?

What difficulty may be

encountered when implementing

this measure?

Containment

measures –

operational level

Why IT may be not

suppressed?

What system elements are expected to

detect the problem and to block its

effects, when it occurs?

Why these system measures may

happen to be ineffective?

What should be done to improve

the ability to detect the problem

and to block its effects?

What are obstacles to improve

effectiveness of containment

measures?

Mechanisms of

problem – Why IT

may happen?

What are potential mechanisms of

problem occurrence?

Which of the above are common and

special?

What are measures of their

occurrence?

What is the special difficulty of this

task?

What are system elements to

control the process?

Why the control may be

ineffective?

What is system contribution to the

problem?

Corrective measures

– tactical level

Why IT may be not

corrected?

What are: (s) the suggested and ideal

measures, which could be used to

eliminate problem?

What difficulties may be encountered

when implementing each of the above

measures (suggested and ideal)?

What is necessary for effective

implementation of the above

measures?

Why the procedure of corrective

actions can fail to be initiated?

What is the basic obstacle in:

establishing solution and

implementing solution?

What measures should be used to

increase the procedure’s

effectiveness?

Preventive measures

– strategic level

Why IT may be not

prevented?

What system elements are expected to

initiate procedure of preventive action

regarding this problem (to identify

potential problem)?

Why the measures warning against

potential problem might fail to be

effective?

What motivates people to improve

(improvement plan, quality

objectives and standards)?

What are barriers of improvement

(conflicts of interest, limits)?

What should be done to improve

effectiveness of prevention against

such and similar potential

problems?

Table III.

Scheme of improvement

story by 5Why

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Incorrect lenght of

cabel after cutting

Error when reading of

specification (chance)

Specification of the

particular item is written

on a common list

Error when reading the

lenght – making are

covered by cable
(chance)

Cable shifted during

measuring and

marking (chance)

To perform cut it is

necessary to move the

cable – there is no firm

support (chance)

Error when marking

the point of cut

33.3% 33.3% 33.3%

50.0% 50.0%

Offset during cutting

Figure 3.

Fault – tree diagram

of potential causes

of the problem

Aspect Characteristics

What are (potential) negative effects of

problem for stakeholders?

(s) If cable is too short, then it cannot be assembled

(i) If cable is too long, than assembling can be done,

possible complication with positioning the excess cable

What losses may be associated with the

most un-welcome effects?

Customer claim and resulting compensation, caused by

(s) lost material, work and time

(i) Increased time of assembling

What can be done to reduce/eliminate the

negative effects?

(s) No correction possible: item cannot be used, it has to

be scrapped

(i) Can be corrected (cut)

What difficulty may be encountered when

implementing this measure?

(i) Rework takes the same time as basic operation and

risk of nonconformity is comparable

Table IV.

Analysis of importance

of case problem

Aspect Characteristics

What system’s elements are

assumed to detect the problem

and to block its effects?

Items are self-controlled by the operators.

Why the planned system

measures may happen to be

ineffective?

There is no possibility to verify independently and objectively the

correctness of operation result: verification of conformity is as

much complicated as operation itself – the time it takes is not

included in operation cycle time

What are obstacles to improve

effectiveness of these

containment measures?

There is only one workplace equipped with a ruler and it is busy

with current tasks all the time

What should be done to

improve effectiveness of these

containment measures?

Improvement of equipment used in the

workplace (see the point 3)

Audit of product

Table V.

Analysis of measures used

to contain a case problem

at operational level

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5.2 Phase 2. Analysis of characteristics of improvement processes (Table IX-XI)

6. Concluding remarks

The assessments of reactiveness, correctiveness and preventiveness are negative.

They seem to be closely related with mode of operation of the organization being

studied. The plant is a branch sector of a big manufacturing company which is

operating worldwide. Low cost highly qualified labour was the main advantage of

locating the plant in Poland. All R&D functions are performed outside.

In this particular situation, the consequences of nonconforming item are not serious.

Too short cables are relatively rare. It is likely, that risk analysis conducted in the

company HQ has shown that cost of automation of that particular manufacturing

process can be much higher than potential losses related to claims from the customer

plants, which also belong to the company.

Aspect Characteristics

What are potential mechanisms of

problem occurrence?

Which of them are: common, special?

Vide: the fault – tree diagram

What are measures of their

occurrence?

Due to technical reasons, too short cable can happen much

less frequently than too long cable

What is the special difficulty of this

task?

A heavy stiff cable is cut off from a heavy reel manually; the

whole system is difficult to manipulate

What are system’s elements to control

the process?

Operation is done manually; table is equipped with a ruler

and clamps to fix the cable, parameters are read from a list

Why the control may be ineffective? It is difficult to manipulate and keep the right position,

manipulated cable covers the scale – makes it difficult to

read

What is system’s contribution to the

problem?

Workplace’s equipment is not suited for such operation:

imprecise manual operation, inappropriate tools, poor

lighting (no additional source of light), manual setup, table

of setup parameters contains many items, which are easy to

be confused with each other

Table VI.

Analysis of mechanisms

of case problem

Aspect Characteristics

What are:

(s) the suggested solution and

(i) ideal measure, which could eliminate

problem definitively?

(s) Suggested corrective action: guillotine cutting

machine, improved cable fixing, additional scale

(i) Ideal solution: automated device

What difficulties may be encountered when

implementing the above measures?

(s) To convince the HQ that this change is purposeful

(i) It is likely that the HQ will refuse the reengineering

department because of cost

What is the basic obstacle in elimination of

problem?

Decisions are taken outside the plant

What is necessary for effective

implementation of the above measures?

(s) Financial plan of expenditures and effects

(i) Financial plan of expenditures and effects

Table VII.

Analysis of measures to

eliminate a case problem

at tactical level

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The Improvement Story by 5 Whys helps systematize information on the strengths and

weaknesses of containment, corrective and preventive actions used in the organization’s

improvement system. The improvement snail diagram (Figure 1) and prevention states

transition graph (Figure 2) provide a means of navigation in the improvement story-telling:

the improvement snail is a general map of a journey and shows when a particular path is

taken for corrections/containment, corrective or preventive action.

Prevention states transition graph represents topography of states in the process of

the improvement process, and shows possible effects of specific events or actions

which may occur.

Aspect Characteristics

What system’s elements are expected to

initiate preventive action?

Some potential issues are discussed before starting

the production task

Why these measures warning against

potential problem might fail to be effective?

Discussion is focused on issues that already

occurred, little attention is given to inexperienced

potential problems

What motivates people to improve

(improvement plan, quality objectives)?

People feel involved in success of the organization

What are barriers of improvement (conflicts

of interest, limits)?

Production has been located in Poland because of

low labour costs; decisions are taken in the HQ

outside Poland

In organization structure the process is separated

from the rest of processes in the plant, the

management system is not fully coherent

What should be done to improve effectiveness

of prevention against such and similar

potential problems?

Implementing standard obligation to validate

process before launching production tasks

Table VIII.

Analysis of measures to

prevent case problem at

strategic level

Aspect of reactiveness Characteristics

Effectiveness of monitoring at operational

level; ability to identify and react on the

occurrence of the problem or its mechanism, if

it occurs
() The inspection process is based on self-checks

performed by the operator, there is no independent

verification

Effectiveness of providing support by

organization to detect the problem and to

block its effects, if the problem occurs

() There is limited possibility to provide better

suited equipment or to establish additional

inspection station to enhance ability to detect errors

Effectiveness of providing involvement of

people to detect the problem and to block its

effects, if the problem occurs

() Line people are not involved in improvement

process directly Generally: when a problem occurs,

they are interrogated on circumstances of a specific

case

Effectiveness of selecting appropriate

containment action

( þ ) Instruction is clear: when nonconforming item is

found, it must be taken away from the process –

located in specified storage place

Effectiveness of realization selected

containment action

( þ ) Transfer of nonconforming item to the storage

place is simple. The procedure is used seldom,

because of weakness of monitoring

Note: þ , positive; , negative

Table IX.

Analysis of reactiveness

factors of case problem

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Improvement

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5 whys

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Aspect of correctiveness Characteristics

Effectiveness of monitoring at tactical level:

ability to identify occurrence of problem and

to launch improvement process involving

corrective action, when this is appropriate

() This branch of improvement process is initiated

when customer is demanding that corrective action

must be undertaken

Effectiveness of providing support by

organization to improvement process

involving corrective action, when this is

appropriate

() Managers spend most of their time on

supervision of processes or on containment actions

associated with everyday problems

( þ ) There is a systemic procedure of corrective

actions, but it is used occasionally

Effectiveness of providing contribution of

people to identification and elimination the

problem, when it occurs

() Line people are not involved in improvement

process

Effectiveness of solving problem – identifying

appropriate corrective measure

( þ ) Brain storming is the basic technique of solving

problem

() There is no time for profound analyses of causes.

Ideas other than selected for further processing are

not recorded

Effectiveness of realization corrective

measures

() Solutions preferred by local managers involve

mechanization or automation of process. They are

inacceptable for HQ

() Solution which would be less expensive are

based on kaizen techniques. They require

involvement of people. There is no systemic space for

participation of people in improvement

Note: þ , positive; , negative

Table X.

Analysis of correctiveness

factors of case problem

Aspect of preventiveness Characteristics

Effectiveness of monitoring at strategic level:

ability to identify and react on risk of

potential problem, when risk is significant

() Discussion before starting the production task is

likely to miss some significant issues. Especially,

when it did not occur before

Effectiveness of providing support by

organization to identification and elimination

of the potential problem, when the risk is

significant

() Most of managers’ time and energy is absorbed

by supervision of processes and by containment

actions associated with everyday problems; risk

analyses are not in a schedule.

( þ ) There is a systemic procedure of preventive

actions; it is used occasionally

Effectiveness of providing contribution of

people to identify and eliminate the of

potential problem, when risk is significant

() Line people are not involved in improvement

process

Effectiveness of solving potential problem

(identifying appropriate preventive measures)

() Reactive problem solving techniques based on

analysis of available data have limited use, when

there is no evidence of firm facts

Effectiveness of realization preventive

measures

() The same concerns as in the case of corrective

actions

Note: þ , positive; , negative

Table XI.

Analysis of preventive

factors of case problem

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The questions in Table I can be modified, as for example, in the scheme of 5 Whys in

which a sequence of questions can be formulated. It leads to the following question:

(1) Why IT may be so important?

Why the failure in establishing severity may be so important; why it may be

not suppressed, etc.

(2) Why IT may be not suppressed?

Why the failure to suppress may be important; why it may be not suppressed, etc.

(3) Why IT may happen?

Why the failure to identify causes may be important; why it may be not

suppressed, etc.

(4) Why IT may not be corrected, etc.

(5) Why IT may not be prevented? and so on.

References

5 Whys (2012), “Wikipedia”, available at: http://en.wikipedia.org/wiki/5_Whys (accessed 25

October 2012).

Five Ws (2012), “Wikipedia”, available at: http://en.wikipedia.org/wiki/Five_Ws (accessed 25

October 2012).

Frank, S. (2009), “Analysis and the product development process”, Automotive Excellenceim, Vol. 63
No. 2, pp. 6-9.

Myszewski, J.M. (2009), Simply the Quality, WAIP, Warsaw, (in Polish).

Myszewski, J.M. (2012), “On improvement schemes”, Proceedings of the 7th Scientific Conference

Economy and Efficiency – Contemporary Solutions in Logistics and Production; OiE 2012,

14-16 November, Poznan.

Pande, P.S., Neuman, R.P. and Cavanagh, R.R. (2000), The Six Sigma Way, McGraw-Hill, New York, NY.

Sakichi Toyoda (2012), “Wikipedia”, available at: http://en.wikipedia.org/wiki/Sakichi_Toyoda

(accessed 25 October 2012).

Daimler Chrysler Corporation, Ford Motor Company and General Motors Corporation (2005),

(2nd ed.,) Statistical Process Control, Daimler Chrysler Corporation, Ford Motor Company,

General Motors Corporation, AIAG, Southfield, MI.

Further reading

Ford Motor Company (2004), (4th ed.,) FMEA Handbook, 147 EN ISO 9001:2008, Quality

management system requirements, European Committee for Standardization, Brussels.

About the author

Jan M. Myszewski is Professor at the Department of Management, Kozminski University, Warsaw, in

Poland. He developed a concept of variability management that involves all aspects of management

concerned with reducing the adverse impact of randomness on the organization performance. He

provides consulting, training and subject matter expertise on quality and performance improvement.

He did his Master’s degree at the Technical University of Warsaw, in Applied Mathematics, his PhD in

Control Theory at the ORGMASZ Institute in Warsaw and his DSc degree in Management Science. He
is a member of European Network for Business and Industrial Statistics. His research interests are in

the areas of continuous research that focuses on interactions between mathematics and
management

system theory; networking and exchanging ideas with experts from various industries, service and

laboratory organizations in Poland. Jan M. Myszewski can be contacted at: myszewski@wspiz.edu.pl

To purchase reprints of this article please e-mail: reprints@emeraldinsight.com

Or visit our web site for further details: www.emeraldinsight.com/reprints

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Au Moyen Âge, les châteaux forts ont dominé le paysage. Le Mont Saint-Michel, une merveille
architecturale sur une île rocheuse, représente un exemple emblématique de l'architecture
médiévale française. Les cathédrales gothiques, telles que Notre-Dame de Paris, avec leurs flèches
élancées et leurs arcs-boutants impressionnants, sont des joyaux architecturaux qui ont marqué
l'époque médiévale.

La Renaissance a apporté des influences italiennes en France, avec des châteaux tels que Chambord
et Fontainebleau. L'architecture de la Renaissance mettait l'accent sur la symétrie, les proportions
classiques et les éléments décoratifs inspirés de l'Antiquité.

Le classicisme français, influencé par les idées des Lumières, a trouvé son expression dans des
édifices tels que le Palais Royal à Paris. Les lignes épurées, les colonnes doriques et les jardins à la
française étaient caractéristiques de cette période.
Au XIXe siècle, l'architecture haussmannienne a redéfini Paris sous la direction de Georges-Eugène
Haussmann. Les larges boulevards, les immeubles en pierre de taille, les balcons en fer forgé et les
toits mansardés sont des éléments emblématiques de cette époque qui a modernisé la capitale
française.

Au tournant du XXe siècle, l'Art Nouveau a laissé son empreinte avec des édifices tels que la célèbre
station de métro Guimard à Paris. Les formes organiques, les motifs floraux et les lignes courbes
caractérisaient ce style novateur.

Le mouvement moderne, avec des architectes comme Le Corbusier, Explorons maintenant l'univers
fascinant de l'architecture française.

L'architecture française a joué un rôle significatif tout au long de l'histoire, évoluant à travers les
époques pour donner naissance à des styles divers et emblématiques. Des châteaux médiévaux aux
œuvres contemporaines, l'architecture française témoigne de l'ingéniosité, du savoir-faire et de
l'esthétique qui ont façonné le paysage urbain et rural.

Au Moyen Âge, les châteaux forts ont dominé le paysage. Le Mont Saint-Michel, une merveille
architecturale sur une île rocheuse, représente un exemple emblématique de l'architecture
médiévale française. Les cathédrales gothiques, telles que Notre-Dame de Paris, avec leurs flèches
élancées et leurs arcs-boutants impressionnants, sont des joyaux architecturaux qui ont marqué
l'époque médiévale.

La Renaissance a apporté des influences italiennes en France, avec des châteaux tels que Chambord
et Fontainebleau. L'architecture de la Renaissance mettait l'accent sur la symétrie, les proportions
classiques et les éléments décoratifs inspirés de l'Antiquité.

Le classicisme français, influencé par les idées des Lumières, a trouvé son expression dans des
édifices tels que le Palais Royal à Paris. Les lignes épurées, les colonnes doriques et les jardins à la
française étaient caractéristiques de cette période.

Au XIXe siècle, l'architecture haussmannienne a redéfini Paris sous la direction de Georges-Eugène

Haussmann. Les larges boulevards, les immeubles en pierre de taille, les balcons en fer forgé et les
toits mansardés sont des éléments emblématiques de cette époque qui a modernisé la capitale
française.

Au tournant du XXe siècle, l'Art Nouveau a laissé son empreinte avec des édifices tels que la célèbre
station de métro Guimard à Paris. Les formes organiques, les motifs floraux et les lignes courbes
caractérisaient ce style novateur.
Le mouvement moderne, avec des architectes comme Le Corbusier,

La pâtisserie française est renommée pour ses délices sucrés. Les croissants feuilletés, les éclairs
délicieusement garnis, les macarons aux couleurs vibrantes et les pâtisseries complexes telles que le
mille-feuille sont des exemples de l'expertise française en matière de sucreries. Les chefs pâtissiers
français sont célèbres pour leur précision et leur créativité dans la création de desserts qui sont de
véritables œuvres d'art comestibles.

En ce qui concerne les plats principaux, la France offre une variété infinie. Le coq au vin, le boeuf
bourguignon et la ratatouille sont des plats classiques qui reflètent la diversité des régions françaises.
La cuisine provençale, méditerranéenne, alsacienne et normande apporte chacune sa propre touche
distinctive aux plats, utilisant des herbes aromatiques, des épices et des techniques de cuisson
spécifiques à chaque région.

Les fromages français sont une institution à part entière. Des fromages de chèvre frais aux fromages
bleus forts en passant par les fromages à pâte dure et molle, la France propose une variété infinie de
saveurs. Chaque région est associée à ses propres fromages emblématiques, créant une expérience
gustative diversifiée.

Les vins français sont mondialement connus pour leur excellence. Les régions viticoles telles que
Bordeaux, Bourgogne et Champagne produisent des vins qui accompagnent parfaitement les repas
français. L'art de l'accord mets et vins est pris très au sérieux, chaque vin étant soigneusement choisi
pour compléter les saveurs subtiles des plats.

La cuisine française ne se limite pas seulement à la dégustation, mais aussi à la convivialité et au

partage. Les repas sont souvent des moments de rassemblement familial et d'amitié, où la nourriture
devient une expression de l'amour et de l'appréciation mutuels.

En conclusion, la cuisine française est bien plus qu'une simple alimentation quotidienne, c'est une
expérience sensorielle, culturelle et sociale. Elle incarne l'art de vivre à la française, où la passion
pour la nourriture est élevée à un niveau d'art. À travers chaque plat dégusté, on découvre un
morceau de l'histoire et de la culture françaises, faisant de la cuisine hexagonale une véritable
célébration de la vie. Explorons maintenant le monde intrigant de la cuisine française.

La cuisine française est réputée dans le monde entier pour son raffinement, sa diversité et son
héritage culturel. Elle incarne l'art de vivre à la française, où chaque repas est une célébration des
saveurs, des textures et des traditions culinaires transmises de génération en génération.
Au cœur de la gastronomie française se trouve la notion de terroir, qui met en valeur les produits
locaux et les spécialités régionales. Chaque région de la France a ses propres ingrédients uniques, des
fromages aux vins en passant par les herbes aromatiques, qui contribuent à créer une richesse
culinaire inégalée.

La pâtisserie française est renommée pour ses délices sucrés. Les croissants feuilletés, les éclairs
délicieusement garnis, les macarons aux couleurs vibrantes et les pâtisseries complexes telles que le
mille-feuille sont des exemples de l'expertise française en matière de sucreries. Les chefs pâtissiers
français sont célèbres pour leur précision et leur créativité dans la création de desserts qui sont de
véritables œuvres d'art comestibles.

En ce qui concerne les plats principaux, la France offre une variété infinie. Le coq au vin, le boeuf
bourguignon et la ratatouille sont des plats classiques qui reflètent la diversité des régions françaises.
La cuisine provençale, méditerranéenne, alsacienne et normande apporte chacune sa propre touche
distinctive aux plats, utilisant des herbes aromatiques, des épices et des techniques de cuisson
spécifiques à chaque région.

Les fromages français sont une institution à part entière. Des fromages de chèvre frais aux fromages
bleus forts en passant par les fromages à pâte dure et molle, la France propose une variété infinie de
saveurs. Chaque région est associée à ses propres fromages emblématiques, créant une expérience
gustative diversifiée.

Les vins français sont mondialement connus pour leur excellence. Les régions viticoles telles que
Bordeaux, Bourgogne et Champagne produisent des vins qui accompagnent parfaitement les repas
français. L'art de l'accord mets et vins est pris très au sérieux, chaque vin étant soigneusement choisi
pour compléter les saveurs subtiles des plats.

La cuisine française ne se limite pas seulement à la dégustation, mais aussi à la convivialité et au

partage. Les repas sont souvent des moments de rassemblement familial et d'amitié, où la nourriture
devient une expression de l'amour et de l'appréciation mutuels.

En conclusion, la cuisine française est bien plus qu'une simple alimentation quotidienne, c'est une
expérience sensorielle, culturelle et sociale. Elle incarne l'art de vivre à la française, où la passion
pour la nourriture est élevée à un niveau d'art. À travers chaque plat dégusté, on découvre un
morceau de l'histoire et de la culture françaises, faisant de la cuisine hexagonale une véritable
célébration de la vie.