The Disruption Index

Traditional quality approaches often times mask the true state of a Quality System and creates chaos in data, as well as a drain on constrained resources in Operations, Customers, and Suppliers, also increasing costs.  How does an organization move passed the traditional approaches of quality metrics, management, and emotionally driven reactions to issues and opportunities to focus and prioritize?

The answer is the elusive and often misunderstood Disruption Index (DI).

An effective quality Key Process Indicator (KPI) provides a clear understanding of quality performance and a problem solving strategy which structures, adds organizational focus, and a path to tangible improvement. The Disruption Index allows for a strategy of forcing issues down the pyramid, a path to lowering the overall score through effective problem solving, and a true understanding of how effective a Quality System is performing.

One effective problem solving event or project which tangibly eliminates and reads across is much more valuable than a queue of many problem solving events.

Problem solving every opportunity and in the same manner leads to problems not being solved.  The Disruption Index rates, weights, escalates, and prioritizes, as well as applies Rules of Engagement. The Disruption Index is the first step in an effective problem solving and continuous improvement strategy.

Creating a Disruption Index is a 5 step process.

  1. Create Levels of Disruption Categories
    * Many systems such SAP, Q-Pulse, etc… already have category levels built in, but do not have operational definitions
  2. Agree Weighting of Disruption Categories
  3. Create Rules of Engagement for the Levels of Disruption
    1. When to problem solve, what depth of problem solving, and what review level for closure (also agree with Customers)
  4. Understand the current issues and opportunities intake management process
  5. Re-Structure issues and opportunities process and KPIs around the Disruption Index.

The following is an example of how to structure the Disruption Index Process.

1)  Create Levels of Disruption Categories

2 & 3) Agree Weighting of Disruption Categories and Create Rules of Engagement for the Levels of Disruption

4) Understand the current issues and opportunities intake management process

5) Re-Structure issues and opportunities process and KPIs, around the Disruption Index

Measuring by pure count of events, the Quality System looks relatively healthy with Low (green) and Very Low Events (blue).  Often times, these low events drive Parts Per Million metrics and distract focus from the Medium and High issues and opportunities.

The Disruption Level weighting provides a much different view of the performance of Quality.  The goal should be to eliminate the High (red) and Medium (orange).  These opportunities and issues are impacting brand image, profitability, and organizational focus.

The summary reporting for the Disruption Index allows for easy consumption, status, and performance reporting to the charts; driving meaningful value added reviews and conversations of the top issues while keeping the problem solving queue ‘light’ and focused.

The key is to not overthink the Disruption Index.  Approach the DI in the 5 steps provided allowing for a focused and coherent approach to structured problem solving and continuous improvement.

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