Quality Processes in Unexpected Places

Posted on March 25, 2013  Comments (5)

This month Paul Borawski asked ASQ’s Influential Voices to explore the use of quality tools in unexpected places.

The most surprising example of this practice that I recall is the Madison, Wisconsin police department surveying those they arrested to get customer feedback. It is obvious that such “customers” are going to be biased. Still the police department was able to get actionable information by seeking the voice of the customer.

photo of a red berry and leaves

Unrelated photo from Singapore Botanical Garden by John Hunter.

Certain of the police department’s aims are not going to match well with those they arrest (most obviously those arrested wish the police department didn’t arrest them). The police department sought the voice of the customer from all those they interacted with (which included those they arrested, but also included those reporting crimes, victims, relatives of those they arrested etc.).

The aim of the police department is not to arrest people. Doing so is necessary but doing so is most similar in the management context to catching an error to remove that bad result. It is better to improve processes so bad results are avoided. How the police interact with the public can improve the process to help steer people’s actions away from those that will require arrests.

The interaction police officers have with the public is a critical gemba for meeting the police department’s aim. Reducing crime and encouraging a peaceful society is aided by knowing the conditions of that gemba and knowing how attempts to improve are being felt at the gemba.

All customer feedback includes bias and personal preferences and potentially desires that are contrary to the aims for the organization (wanting services for free, for example). Understanding this and how important understanding customer/user feedback on the gemba is, it really shouldn’t be surprising that the police would want that data. But I think it may well be that process thinking, evidence based management and such ideas are still not widely practiced as so the Madison police department’s actions are still surprising to many.

Quality Leadership: The First Step Towards Quality Policing by David Couper and Sabine Lobitz

Our business is policing, our customers are the citizens within our jurisdictions, and our product is police service (everything from crime fighting and conflict management to safety and prevention programs.)

If we are to cure this we must start to pay attention to the new ideas and trends in the workplace mentioned earlier that are helping America’s businesses; a commitment to people, how people are treated — employees as well as citizens, the development of a people-oriented workplace, and leadership can and does make a difference.

If we change the way in which we lead the men and women in our police organizations, we can achieve quality in policing. However, wanting to change and changing are worlds apart. The road to change is littered by good intentions and short-term efforts.

This article, from 1987, illustrates the respect for people principle was alive and being practiced 25 years ago; most organizations need to do a great deal more work on applying practices that show respect for people.

Related: Quality Improvement and Government: Ten Hard Lessons From the Madison Experience by David C. Couper, Chief of Police, City of Madison, Wisconsin – SWAT Raids, Failure to Apply System Thinking in Law EnforcementMeasuring What Matters: Developing Measures of What the Police DoThe Public Sector and W. Edwards DemingDoing More with Less in the Public Sector – A Progress Report from Madison, Wisconsin

5 Responses to “Quality Processes in Unexpected Places”

  1. David Couper
    June 29th, 2014 @ 6:32 pm

    John, nice comments. Still working at improving police. See my blog at improvingpolice.wordpress.com. Could you be related to UW Prof. John Hunter?

  2. John Hunter
    July 2nd, 2014 @ 10:06 am

    I am the son of former UW-Madison professor Bill Hunter, who worked with the city of Madison brining in Deming’s ideas all those many years ago. If there is a University of Wisconsin professor named John Hunter, I am not related to him.

  3. The System Will Produce What It’s Capable of Producing « The W. Edwards Deming Institute Blog
    October 13th, 2014 @ 3:26 pm

    […] or goals – The Futility of a Numerical Goal – I achieved my goal by not my aim – Gathering Voice of the Customer From Those They Arrest at the Madison Police Department – Zero […]

  4. Quality Comes to City Hall « The W. Edwards Deming Institute Blog
    January 26th, 2015 @ 3:26 pm

    […] though the way people think is profoundly changed. The City of Madison police department even did customer surveys for those they arrested and used the results to improve the process in ways that make sense. Obviously there are […]

  5. Transforming a Management System – A Case Study From the Madison Wisconsin Police Department » Curious Cat Management Improvement Blog
    March 10th, 2015 @ 8:51 am

    Start practicing Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else…

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