Self-Control

Self-Control is a concept applicable to various fields, In Quality and Continuous Improvement context, it signifies complete competence in achieving the expected results for a process or service.

Effective quality planning is crucial in establishing Self-Control for the worker. As Joseph Juran, the concept's creator, stated: "When work is organized such that one person has complete control over achieving the planned results, that person is said to be in a state of Self-Control and can, therefore, be held responsible for the outcomes."

Self-Control applies across various roles, from a general manager directing a company division to a plant manager meeting production goals, to a technician operating a chemical reactor, or a bank teller interacting with customers. Essentially, it represents mastery in one's task.

To achieve Self-Control within a process, the organization must provide the following:

Knoweldge of What They are Supposed to Do.

  1. Clear and complete work procedures.
  2. Clear and comprehensive performance standards.
  3. Adequate selection and training of personnel.

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Reflections about writing standards or specifications.

  1. Why is control necessary?
  2. Who is responsible for control?
  3. What needs to be measured and how?
  4. When should you measure?
  5. How is routine data reported?
  6. Who is responsible for the data that is reported?
  7. How is it reviewed?
  8. Who is responsible for the review?
  9. What is done with a product that does not comply with standards?
  10. Who developed the standard

Knowledge of What They are Actually Doing (Performance).

  1. Adequate review of work that includes process and products.
  2. Knowledge on how the work is evaluated: procedures, equipment, criteria.
  3. Feedback on the results of the review.

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This knowledge comes from three primary sources:

<aside> <img src="https://img.icons8.com/ios/250/000000/bar-chart.png" alt="https://img.icons8.com/ios/250/000000/bar-chart.png" width="40px" /> Measurements inherent to the process.

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<aside> <img src="https://img.icons8.com/ios/250/000000/crowd.png" alt="https://img.icons8.com/ios/250/000000/crowd.png" width="40px" /> Measurements by production workers.

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<aside> <img src="https://img.icons8.com/ios/250/000000/search--v1.png" alt="https://img.icons8.com/ios/250/000000/search--v1.png" width="40px" /> Measurements made by inspectors.

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<aside> <img src="https://img.icons8.com/ios/250/000000/bar-chart.png" alt="https://img.icons8.com/ios/250/000000/bar-chart.png" width="40px" /> Measurements inherent to the process

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Should be:

  1. Readable at a glance.
  2. Show only defects controllable by the workers.
  3. Provide timely information about symptoms and causes.
  4. Provide sufficient information to guide corrective actions.

Ability, Autonomy and Willingness to Regulate the Process (Respect to Minimal Variations)

  1. A process and work design capable of meeting quality objectives.
  2. Adequate worker training to adjust the process.
  3. A strong culture and quality environment

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Regulating the process depends of several factors controllable by management, including the following:

  1. The process must be able to meet tolerances.
  2. The process must be sensitive to regulatory actions through a predictable cause and effect relationship, to minimize variation around a target value.
  3. The worker must be trained to use the regulatory mechanisms and procedures.
  4. The adjustments should not be unpleasant for the worker.
  5. The process must be sufficiently maintained to retain its inherent capability.

Once all these parameters are defined and implemented for a process or activity, the company needs to ensure that workers are trained and motivated to achieve the state of Self-Control.

Source of problems in operations

Self-Control parameters are established during the quality planning stage. When problems arise during process execution, managers should review if all Self-Control conditions are fully met, as the source of the problems can be attributed to either the system or the worker.

Controllable by the System: Problems are attributed to the system when one or more Self-Control parameters are missing or inadequate. This suggests issues with process design, training, or resource allocation.

Controllable by the Worker: Problems are attributed to the worker when all Self-Control parameters are defined and implemented but not properly followed. This indicates potential causes like lack of motivation, inadequate skill application, or non-compliance with procedures.