Quality and sustainable: The deming's chain reaction is one of the topics covered in the W.Edwards Deming Institute.
Quality can be woven into all Management endeavors to help sustain what you are managing.
Do you operate in a risk management mode?Is it managers who solve the problems or front line operators who make quality decisions?
I have been a Quality Professional for 20 years and have seen a pattern emerge constantly.One book I read (Angle, 2019) captured the essence of what happens with just three observations, that I can firmly attest to as the three most impactful "Whats" I have seen.
The first thing was that sustainable corrective actions weren't properly enacted to address quality failures.The eventual recurrence of the issue is only allowed by pencil whipping corrective actions to meet a deadline.
The second "What" was how common it was for a company to not understand the power of Quality from the highest ranks, deep into the culture, and how critical not understanding the need to monitor the existence and state of the Culture of QUALITY was to the company.When there is a need for a quick fix, reactive measures are brought on.The values of the entire organization will be imprinted by a culture that ignores quality and goes for the non- sustainable path.Quality and profit fall over the long term when the organization is short term focused.
There may be no true strategy for Quality.Quality driven is not a strategy for Continuous Improvement, Change Management, or Strategic Alignment.Quality is often a department that measures and inspects and is financially driven.Pure financial drive leads to non-measurement of quality costs, impacts, and ramifications, which excludes Quality from risk/based business decisions not related to regulated industries.9 million other companies with various other certified QMS systems have been certified by the ISO, using the top 15 GDP countries for the low estimate and population extrapolation for high.Not verified numbers, just estimates to convey the current state of quality in the business world based upon available data and the numbers are always changing.It is only by being certified that a company can be pushed toward a viable QMS.A viable QMS is not guaranteed by a certificate.
The end result of a company allowing any one of these "Whats" to manifest beyond the level of "I'm new to this quality thing" is usually to the detriment of the company's reputation.People who argue for quick and dirty quality are selling snake oil.Challenger disaster management is quick and dirty.NASA expects this bird to fly.I don't care if the engineers tell me it's too big a risk.
Human nature is to break the rules, and it takes a true Quality Culture of excellence to hold an organization to a consistency beyond that of normal human nature.A well-designed system is useless if it can be overridden by customer demand, time constraints or public pressure that might jeopardize public safety, of the safety of even one human.
Overcoming the tendency of humans to take the path of least resistance is a topic for another post.After Philip B. Crosby, Taiichi Ohno, and Eiji Toyoda were recognized, the path was actively pursued in the West.They all understood how costly it was to ignore quality, even though they looked at the philosophy differently.The economic result of a strong quality culture was described by Deming as a Chain Reaction.
Toyota is the most profitable automaker in the world because of the following: improve quality, decrease costs, improve productivity, increase market share, stay in business, and provide more jobs.
Reducing waste, reducing variation, and providing value to the customer are the main goals of improve quality.Waste, defects, Rework, Delays, all decrease, OEE goes up, Costs drop and productivity go up and you then have lots of higher quality and more desirable items on the market available at a lower price.Quality lasts if it is not too expensive for the market, so your market share expands due to the ability to sell a higher quality product at a more affordable price.As market share increases, your company provides more jobs.
The culture is king.The customer will never be properly served if there is not a proper Quality Culture.The Culture is more important than the Voice of the Customer.If you have a pure desire for profit, then you are not serving the customer, but yourself.The initial investment required to improve internally can be framed as non-customer focused by some, but always remember, that inward looking improvement of the company from management to the front line worker, across every department, and every process can only benefit the customer in the end.Due to the Pareto effect, the relatively vital few companies with a viable QMS and honest Culture of Quality do clearly have a significant economic impact on our world, and all companies should ask themselves if they want to be one of the Vital Few or Trivial Many.
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It's called ASQ.N.d.The history of quality.The history of quality can be found at Asq.org.
K. W. was written by Victor E. Sower.Quality Progress: http://asq.org/quality-progress
There is a Bombardier Business aircraft.June 1 is this year's date.The normalization of excellence.Normalization-excellence can be found at safetystanddown.com.