PROCESS ACTION TEAM (PAT)
                                    
Who:  

     Process Workers.  PAT is composed of the subordinates who
are most directly involved in a process  or inotherwords
individuals who are stakeholders and experts in the process. 
They represent each area affected by the process and each level
of the process.  Membership is generally chosen by the QMB,
limited to 6 - 10 members.  Not everyone who could contribute
something worthwhile need be on the team.  Outside experts and
advisors can be brought in for consultation.

     The PAT is a temporary team that comes together to look at a
specific, often narrow issue.  Establishment of process stability
and the long term requirement of continuous process improvement. 
Once process stability has been established, two task remain that
may continue to be done by PAT or by other designated by the QMB
or ESC.  These are:
     a.  Routine collecting of process output data.
     b.  Taking of action on special causes of variation.

The QMB ideally provides the PAT with a process improvement plan,
a process flow chart, a history of past process performance on
some output or outcomes measure, and the process performance.  If
the QMB has not furnished this baseline information, the PAT will
have to establish collection procedures as its first priority.

What the team probably will NOT have is information on the cause
of variation in the outcome.  Therefore, one main job of the team
is the team is to identify the cause.  PAT members, by
definition, are IN the process, and they are in a good position
to identify process impediments (sometimes regarded as
"problems") in getting the job done.  This can usually be done by
simple observation, although some measurement may be necessary.


Role:

     Develops Measures.   PAT works closely with the QMB in
developing measures that will provide data to show whether the
quality characteristics of the customer are being met.  Together,
they need to figure out what they should measure and how it
should be measured. 

     Collects Data.  The QMB an PAT also must decide on routine
procedures for collecting the data.  They establish clear data
collection procedures identifying valid measures of quality
characteristics.  The team must not only collect enough data
using these measures, but they must be sure to collect the right
data: data that gives a true picture of the performance of the
process.

     Identifies and removes Special Causes of Variation.    After
the team has identified and analyzed the data, it is normally
their responsibility to remove, or make recommendations to
remove, or reduce special causes of variation. 

     Documents process analysis and action on Special Causes.  
As the primary data collectors, the PAT members should document
the process analysis and action taken on Special Causes.

Once the process is stable, there are two task that might
continue to be done by PAT members or by others.  These are (a)
routine collection of process output data, and (b) taking action
on any new Special Causes of Variation.  

     Makes recommendations to QMB for reducing Common Causes of
Variation.  When the process becomes stable through the removal
of Special Causes, the PAT can then recommend ways to reduce any
sources of Common Cause of Variation of which they may be aware.

     Note.  It is vital at this point to standardize the process,
that is, ensure that all employees understand the new process
requirements and perform their task in conformance with these
requirements.  This is a necessary step to establish process
stability and begin a study of process capability.

     The capability of a process.  It is dependent upon removing
sources of variability.  Because many of these are "local" to the
process itself, PATs are in a unique position to act.  However,
they must have the authority to act on these causes.  The
authority to act upon causes and impediments will have to be
clarified as a part of your quality policy.  Delegation of
authority to act is very important for the timely control and
improvement of quality.  Typically, it can be given to teams
under the following general condition:

If the action taken can be seen to have no negative effects
beyond the boundaries outlined in the improvement plan and is
thought to improve quality within the boundaries, then authority
to act is granted.

It is obvious that the PAT cannot be given a vague goal such as
"reduce variation to the minimum" without specification of the
target value.  In this case, the PAT should reduce sources of
variation (including unneeded complexity) until process reaches a
stable state.