How Nalco Revitalized Its Quality Process for R&D

Abstract

As they focus on `doing it the right way the first time,' researchers are making more measurements and generally becoming more innovative. OVERVIEW: Nalco Chemical Company began its journey in 1986 by adopting parts of several Quality philosophies. Among these are the Deming measurement systems and the Juran problem-solving methodology. Yet, the Quality Process in research and development was sporadic. Change was needed to make it applicable to this discipline. The modification process followed seven steps consisting of: defining the problem, planning the solution, implementing a quick fix, identifying the root causes, taking corrective action, evaluating the corrective action, and holding the gains. At each step, tools (e.g., measurement, Pareto diagrams, process modeling) were applied. The tools focused attention on the root causes and guided the corrective actions. Some of the changes included: adoption of Quality Principles for Research and Development, and changes in recognition, measurement and communications. The end result was a Quality Improvement Process leading research and development to it the right way the first Nalco Chemical Company began the Quality Improvement Process in 1986. This initial stage was one of education and awareness. During this early stage, Quality Education as presented by Crosby was the cornerstone (1). As the various disciplines within the company (i.e., manufacturing, logistics, finance, human resources, marketing, sales and R&D) completed education, each was charged with applying the Quality Improvement Process. As they did so, it became increasingly apparent that modifications to the process and principles were necessary. In 1990, the Nalco R&D groups undertook a companywide survey of employees. An outside consultant firm was contracted to conduct the employee survey, which covered several topics including the Quality Process within R&D. The results of that survey, compiled in 1991, prompted the formation of a Quality Action Team (QAT). The QAT consisted of volunteers from the various organizational groups within Nalco R&D. Additionally, these individuals represented all levels of the organization as well as the management and technical ladders. Finally, the QAT was chaired by an R&D manager charged with reporting findings, recommendations and progress to the senior managers comprising the Research Management Team. Throughout the process, the QAT utilized the Nalco Seven Steps in Problem-Solving Methodology (2). The steps, shown in Figure 1, provide a systematic means to define, analyze and correct problems. Because this was not an emergency situation with immediate danger to life, property or the environment, Step 3 (Quick Fix) was omitted. Defining the Problem In the initial stage of problem solving, one must clearly define the problem. The employee survey guided the QAT in the definition of the problem. The results were taken from both written and oral responses from various members of the research community. Two employee quotes stand out in terms of directing the attention of the QAT toward the problem: In research, the coined phrase, Do it right the first doesn't always apply to us. That is what I want to do, but I don't know how it applies. Research progresses by experimenting. This is how we find new products. In the initial stages, we don't know what is right the first time. That causes me some frustration. If it is a repetitive task, I can understand, but how do we apply quality to research? The second example of the problem with applying the Quality Improvement Process to R&D is expressed in this response: I have a difficult time seeing how the quality program fits in a research environment. I can see this in a repetitive environment, but I have a non-repetitive job, and the techniques do not apply to this. These quotes illustrate the general theme seen throughout the survey. …