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Quality & You

LEO Revisited: The benefits of “Listen, Enrich, Optimize”

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    [post_content] => I have mentioned “Listen, Enrich and Optimize” in previous articles and I'll probably mention them again. They are the main principles of my LEO methodology and they are integral to "Quality is Everyone’s Business” (QIEB) philosophy.  We use QIEB to ensure that everyone in the organization is driving toward the same goal of Quality. LEO helps ensure that this transformation is sustainable.

Why must we as individuals “listen” better to our customers, suppliers, co-workers and our competition? All too often, we dedicated ourselves to collecting data associated with a problem without asking deeper questions like “why” and “how” that might give us better clarity about the processes behind the data. Watch and observe what works and what doesn’t.  Understand and empathize with all your stakeholders until you “get it.” How they express what they need; how they define their expectation of Quality; what it takes to make them delighted and enthused with you, your employees and your company – these are the realizations that will ultimately redefine the level of service you offer and provide.

[pullquote]We use QIEB to ensure that everyone in the organization is driving toward the same goal of Quality. LEO helps ensure that this transformation is sustainable.[/pullquote]

When I say “Enrich,” I mean to point out a process that guides us toward what we should do once we have full knowledge of the situation. In other words, if listening leads us to lessons of how we may improve, then enriching means putting those lessons to work thereby increase our potential to achieve a successful solution. Here we apply some logical organization to how we are going to use our data. What does the data tell us about how we currently do things? How can we implement the data and when? If this sounds somewhat familiar, it should, since it echoes many of the aspects of the Quality Mindset that we constantly refer back to in QIEB: Honesty, Integrity, and Resistance to Compromise.

Ultimately, once you and your entire organization have gotten the processes and procedures honed down and working to meet and exceed the needs, wants and desires of your customers, both internal and external, then you must keep raising the bar. That’s the point of “Optimize.” The goal is not just to put out a fire but also to prevent it from happening again. We can challenge known solutions and compare them against other solutions you have discovered; select the best ones and constantly subject them to every situation they may encounter. When you have corrected for any and all possible shortcomings, start the process over. Ultimately, we will never settle for just “good enough” again.

We can spend quite a bit of time on sharpening our LEO skills. By Listening, we don’t get complacent. By Enriching, we strive for perfection. And by Optimizing, we look at Quality as a universal, everyday goal, not an exception that rests with a few people. Ultimately, to be successful, quality must be “everyone’s” business.
    [post_title] => LEO Revisited: The benefits of “Listen, Enrich, Optimize” 
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I have mentioned “Listen, Enrich and Optimize” in previous articles and I'll probably mention them again. They are the main principles of my LEO methodology and they are integral to...

Quality & Economics

A Tale of Two Countries

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    [post_date] => 2013-05-20 03:23:54
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    [post_content] => Earthquakes in Haiti and Chile measured 7.0 and 8.8 respectively on the moment magnitude scale. The difference implies that the Chilean earthquake was 500 times stronger than the Haiti earthquake.

While the devastation in both countries was extreme, structural damage and loss of life were far less in Chile than in Haiti.  The difference in devastation is largely attributed to the difference in building standards.

[pullquote]The impact of one nation's choice to pursue or not pursue quality impacts not only that nation but almost every other nation across the globe. [/pullquote]

Very few structures collapsed in Chile and the number of deaths was far less than in Haiti even though the Chilean earthquake was 500 times stronger.  In other words, in the case of Haiti, lack of quality can be directly attributable to the damage caused there, while a commitment to quality in Chile minimized what could have been an even greater loss of live than seen in Haiti.

In Haiti, the death toll exceeded 200,000 and the number of buildings destroyed or severely damaged exceeded 250,000 homes and 30,000 commercial structures.  In contrast, the death toll in Chile was less than 2,000 and very few structures were totally destroyed.

While the differences in building standards can be rationalized by noting the differences in economic health with Haiti being one the poorest nations in the world, the cost of poor quality proved to be enormous in Haiti.

ART_posts_haiti1Perhaps one of the most critical applications of quality is how it can have an impact on nations and individuals.  The impact of one nation's choice to pursue or not pursue quality impacts not only that nation but almost every other nation across the globe.  These decisions impact how dollars are spent and what they are spent on.  While it's often a difficult decision, especially in third world countries, political leaders who choose to ignore quality risk paying a heavy price.

Natural disasters cannot always be predicted, but you can minimize damage to people and places by integrating quality measures into infrastructures and policies.  Whether it is a hurricane, flood, tornado, pollution, or fire, the impact of the economics of quality for nations and their environmental resources can be devastating.
    [post_title] => A Tale of Two Countries
    [post_excerpt] => Is it culture, the weather, geography? Perhaps ignorance of what the right policies are? Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence? 
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Earthquakes in Haiti and Chile measured 7.0 and 8.8 respectively on the moment magnitude scale. The difference implies that the Chilean earthquake was 500 times stronger than the Haiti...

Quality & Process

Combating Fires

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    [post_date] => 2013-02-19 21:00:30
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    [post_content] => No matter where they occur, a fire can be a devastating event. When they happen around where we live, we rush to the location with manpower and equipment to extinguish the flames.

When I use the word “fire,” I’m thinking of the context of day-to-day management when there is a sudden problem that causes a specific crisis of some kind. It could be a malfunction in production, a faulty product, and an interruption in the supply chain. You could have a fire with personnel issues, a problem with your building, or transportation.

Like real fires, the flash point may be obvious or hidden; there could be single cause or a chain of them. Most of the fires we deal with tend to be minor in scope – easily extinguished and quickly resolved. On occasion, you can have a very large and extremely complex fire that involves many aspects of your business. But just like any fire, bad assumptions can easily lead to a misdiagnosis and mistreatment.

When I think of the average, run-of-the-mill fire, I think of one that starts with a terse phone call or sharp email. In the case of Paul A., the vice president of production at a sheet aluminum plant, it was both.

The email came from one of his best clients who – for the third time in as many months – complained that the palleted rolls of sheet aluminum were not labeled properly. Forklift operators in the receiving department, the email complained, were taking too long to find shipping labels.

He had heard a similar complaint from other clients. His reaction had been to spend $50,000 on new, larger labels that you could read almost 20 feet away.

[pullquote]It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place.[/pullquote]

“I can read the labels 20 feet away,” emailed Paul. “And my eyes aren’t even very good. I think the forklift operators just like to complain.”

Then the phone call came – from his best client: “Fix the problem, or we’ll go somewhere else.”

That’s the moment that Paul realized that he had a real fire on his hands.

Paul’s company produces very large rolls of the metal, some measuring six feet in diameter by 48 inches wide, stacked and trucked away on pallets. Each roll weighs a considerable amount and is chained to a flatbed trailer, usually without other products on board.

From his vantage point, the shipping labels were huge. He could easily see them from his office window. Out of desperation, he called me for some quick advice. My first response – which is my usual reaction to problems like these – collect all the information you can from the frontline people. And if you collect enough honest and direct information, the solution will present itself.

So, Paul issued a message through the chain of operations, and soon a frontline employee was dispatched to talk to the forklift operators herself. After a very short interview, she discovered that no one had trouble reading the old labels or the new ones. Their complaint was that the way the rolls were placed onto the pallets and into the trucks, the forklift operators had to dismount from their vehicles and climb up on the truck to find the label.

The labels, the operators told her, were always turned 90 degrees away from where they could easily see them. The simple solution: change the labeling process so that the labels could be seen from the forklift operator’s point of view.

Sometimes, a fire is prolonged by an attitude that we hold about our own processes – as it was in Paul’s case. In such cases, it could be a simple matter of opening our mind to new information. But wouldn’t it be great if we could put those fires out BEFORE they become a problem? The one problem with fires is that often management’s focus is on the firefighters, while pretty ignoring the fire preventers. It seems to me that eventually, we may become weary of rushing to the scene of the problem and instead learn how to instill the high level awareness to prevent fires in the first place.
    [post_title] => Combating Fires
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No matter where they occur, a fire can be a devastating event. When they happen around where we live, we rush to the location with manpower and equipment to...

Quality & Me

Impact of Quality of Learning

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    [post_date] => 2013-02-10 02:01:25
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    [post_content] => Modern economies depend heavily upon the distribution high quality education to members of our society. Without high-quality structured learning programs, not only are companies left without viable candidates to fill skilled jobs, society is often required to take care of the 'drop outs' one way or another.

The tragedy is that had these kids found something they liked about education, they might have stayed in school. They might have gone on to lead productive lives and avoided the blemish of a criminal record. But for many of them, education reminds them of past failure. Without guidance and mentorship, that's a very difficult (if not impossible) barrier to ask school-age kids to overcome on their own.

So I ask, who failed whom?

In 2007, I received a letter from the Orange County Corrections Department in Orlando, Florida that still amazes me. The letter described how Warren Kenner, a facilitator for a "youthful offender program," introduced my book, "The Ice Cream Maker" as part of the curriculum for an eight-week literature study class for about a dozen students.

If you have read this book, you know that it addresses concepts of deploying quality in a business operation. Mr Kenner saw another application of the concept; to offer it to his student as a model for injecting quality into their lives.

He wrote, "If you want to get ahead in life, then you've got to treat everyone with respect; not just the people you like. Most important, you've got to be thinking daily on how to improve yourself in service to others."

He also said that many of his students have been told all their short lives that they are losers; that they would never achieve anything in their lives. After a while, you begin to believe it. Most of them have such a low opinion of themselves that they lack the basic attributes of ambition and hope that you and I take for granted.

His goal is to keep the kids from internalizing the negative voices and reach out for excellence. "My whole thrust is to have them commit to themselves. The have to believe in themselves before they can help themselves or anybody else."

In Ice Cream Maker, one of the primary motivators for the fictitious business owner was recognizing the price of failure. For some of the students in this class, it was the first time that they had ever finished reading a book, yet remarkably, many came away from the experience recognizing the price of their own failure and fully comprehending that failure isn't final; that once you shed negative feelings about failure, you can begin working for total quality mindset in everything that you do.

Imagine what we might accomplish if more people understood this very simple concept. If these kids get it, why can't the rest of us?
    [post_title] => Impact of Quality of Learning
    [post_excerpt] => Is it culture, the weather, geography? Perhaps ignorance of what the right policies are? Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence? 
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Modern economies depend heavily upon the distribution high quality education to members of our society. Without high-quality structured learning programs, not only are companies left without viable candidates to...