We control things to consistently meet standards. In a control process we continually observe the performance of a process to maintain gains, analyze the variation, and move closer to a state of self-control. The PDCA method is a fundamental yet effective means of driving change. Before beginning we should understand what we are trying to accomplish, what we can change to achieve the improvement, and how we will measure improvement. We can also explore economies in our process by standardizing as much as possible. We cannot solve everything at once. So starting with the most important root cause can give us the most substantial gain. A control plan is the manner in which we sustain the gain and implement the proposed change effectively and robustly. As we deploy policy changes we must ask ourselves, which corporate policy should be changed as a result of the project? Have some policies been rendered obsolete? Are new policies needed? Did the project bring the organization into compliance with a standard? Based on the outcomes of these questions we must be prepared to modify procedures for the new process, modify quality appraisal and audit criteria, update prices and contract bid models, change information systems, revise budgets, revise forecasts, or modify training. One useful approach in controlling a process is through dynamic control planning. Dynamic control planning is a collection of essential information that pertains to a process. This information can include SOPs, control plans, FMEAs, gauge control plans, and quality planning sheets. Document control plans are living documents that outline a larger scope of documents. As such, when changes are needed, operators have the responsibility to make these changes known so that an update can be made and corresponding training can take place. A gauge control plan focuses specifically on the instruments used to monitor and assess the proper function of the process. It is not meant to be a substitute for actual calibration, but more a guide of what, how, and when certain tasks shall be completed as pertains to the proper function, performance, and upkeep of the instrument. It also outlines contingency planning, should certain conditions fail to be met. Control charts show process variation while work is underway. It provides a means for monitoring the state of the process in real time and detecting issues. SPC is a graphical tool used to monitor ongoing performance. Control charts can trace their origins back to Shewhart at Western Electric in the 1920s. Control charts established performance boundaries. They also help us uncover assignable causes of variation and distinguish these from chance causes. There are over 30 types of control chart's in use today. So control charting can be applied to many types of data. They also assist in creating a foundation from which professionals can discuss and address process performance issues. Control charts are applicable for any scenario that varies over time. We particularly are interested in using these types of tools to assess process performance after an improvement has been implemented. Remember, control charting is not just for monitoring. It is also for detection.