, , Measurement Information And Decision Making

MEASUREMENT , INFORMATION , AND DECISION MAKING

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INTRODUCTION

ds, and database and networking technology. Just as quality management is a never-

gned to test aspects of those hypotheses, data collected and analyzed, and the hyp

MEASUREMENT , INFORMATION , AND DECISION MAKING

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INTRODUCTION

nt as the act of measurement itself. High-quality information results only from hi

commendations, not just clearly presented information.

in terms of results in achieving organizational objectives.

ho recommend what the organization should do) must consider the system as a whole

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MEASUREMENT SYSTEMS AND THEIR ELEMENTS

by an individual, but by a committee or other group. Decision making is thus also a p

the political nature of decision making. Those who make decisions and take actions are

e.” In some cases creating this list is a straightforward exercise and in others it is

trategies and customer requirements, define the decision/action space and decision mak

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MEASUREMENT SYSTEMS AND THEIR ELEMENTS

describes the “whats, whens, wheres, hows, and how often” of data collection, stora

rements can overwhelm the measurement system. The planner should list possible mea

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MEASUREMENT SYSTEMS AND THEIR ELEMENTS

easurement of in-process performance. Immature systems place greater weight on

ent is to be made, but also how the measurement equipment is to be calibrated and

ty, and data storage and retrieval becomes the Achilles’ heel of the system. Suffic

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MEASUREMENT SYSTEMS AND THEIR ELEMENTS

ol charts, who looks at data in other ways. All should be specified.

nes the sub-processes to be followed in subsequent steps. Written protocols appear

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MEASUREMENT SYSTEMS AND THEIR ELEMENTS

elationship, etc.” The other three-fourths are “synthesis”, “formulation of results

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MEASUREMENT SYSTEMS AND THEIR ELEMENTS

ation (also called data analysis, exploratory data analysis, data visualization, et

MEASUREMENT , INFORMATION , AND DECISION MAKING

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MEASUREMENT SYSTEMS AND THEIR ELEMENTS

of the highest possible quality. But the data quality program should be extended

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HIERARCHIES OF MEASUREMENTS

on a nominal scale, over subjective “opinions,” especially those of the “Yes/No” v

issed. First and foremost, customer opinion is the final arbiter in quality manage

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HIERARCHIES OF MEASUREMENTS

to help interpret lower-level measurements.

en the decision maker’s intuition must take over. Managers and organizations must

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STARTING AND EVOLVING MEASUREMENT SYSTEMS

from scratch. All

thers are doing and incorporate the best ideas into your system.

parate good ideas from bad, provides an environment in which technical details can

ts. Conflicts will arise. Properly embraced, they are a source of good ideas for

em.

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