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Quality & You

Transform Your Organization through Quality

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    [post_content] => I use word “quality” as a proper noun; quality with a capital “Q”; because the effect of quality should not be limited to a policy or a set of rules. When Quality becomes everyone’s business, we see the outline for a truly transformational experience that shakes the very foundation of our beliefs and behaviors.

My belief is that the pursuit of quality applies to “all the people, all the time.” Quality is not just the organization’s mission – it is a personal responsibility that must be reflected in every aspect of work and life. Again, I say that Quality is a Lifestyle.

Quality happens at all levels of your organization and at all places where vital relationships grow and take hold. Therefore, Quality is active in the way we LISTEN to everyone who has a point to make; when we probe and challenge ourselves and others for ways to ENRICH the deliverables and outputs of the organization; and as we actively OPTIMIZE the experience so and we not only meet, but find way to constantly exceed expectations for whatever client, customer co-workers boss or subordinate we’re interacting with at any given time.

[pullquote]Quality injects a proactive mindset throughout the organization; a self-motivated and independently driven attitude that the potential for success lays in the hands of the individual, not someone else.[/pullquote]

In this way, Quality injects a proactive mindset throughout the organization; a self-motivated and independently driven attitude that the potential for success lays in the hands of the individual, not someone else.  If you treat a co-worker or your spouse like a child, don’t expect them to behave like an independently minded, responsibility seeking adult. However, if you empower people with confidence and support, and allow them to voice their ideas and behaviors, then you enhance their ability to uphold the belief that Quality is INDEED everybody’s business.
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I use word “quality” as a proper noun; quality with a capital “Q”; because the effect of quality should not be limited to a policy or a set of...

Quality & Economics

Cutting Corners

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    [post_content] => Over the last 50 plus years, Toyota has led the automotive industry in quality and cost. As a result, the company rose to become the world's largest automotive manufacturing corporation and Japan's largest corporation with revenues of $230 billion in 2009.

However, this once untarnished icon of Japan's status as an economic powerhouse, is now in decline and the impact on the company and the entire country is tangible.

As Dr. Masatomo Tanaka says, a professor at the Institute of Technologists, a university that specializes in training engineers, "If Toyota is not healthy, then Japan is not healthy." As goes Toyota, so goes Japan.

Toyota has long enjoyed near hallowed status in Japan as the greatest practitioner of "monozukuri," a centuries-old ideal of perfection in craftsmanship central to ancient pottery and sword-making.  The pride of craftsmanship, burned into Japanese culture as the apex of accomplishment, was turned loose on the factory floor and was once the secret to Japan's postwar "miracle."

Then something changed. Yes, the earthquake and tsunami last year was a serious blow to Japanese manufacturing, but the decline at Toyota was clear long before the natural disaster. About the time the company achieved its global dominance, rumors began to filter out that management was cutting corners on quality – fewer people on the factory floor, lower quality raw materials and suppliers, reductions in research and development.

[pullquote]Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life.[/pullquote]

The result has been devastating. Shaving a few dollars off the cost of each car has resulted in billions of dollars in recall costs, not to mention the billions of dollars in legal costs the company has incurred from lawsuits filed by customers and government regulators – and in a few cases, possible loss of life. The damage has also been broadly felt: dealerships have lost sales, negatively impacting local economies, and for a time Toyota’s global position fell. But Toyota’s once unblemished record of quality is now questioned in the media and among many customers.

To compound matters, as Toyota moved away from quality, some of its competitors have moved in. Some have embraced their earlier methods to the extent that their products are now surpassing Toyota. Korea's Hyundia-Kia is rapidly gaining on once dominant giant and Detroit's big three have partly adopted Toyota's engineering and manufacturing methodologies and improved their quality as well.

Toyota had the quality mindset before it become the largest corporation in Japan and the largest automotive company in the world.  The company’s actions proved that quality can be the principle driver of efficiency and profitability, but also market dominance. Now the company is learning a new lesson about what happens to giants when they cut corners too often.
    [post_title] => Cutting Corners
    [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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Over the last 50 plus years, Toyota has led the automotive industry in quality and cost. As a result, the company rose to become the world's largest automotive manufacturing...

Quality & Process

Walking and Talking Quality

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    [post_content] => I used to open our management meetings with a simple question: “Which makes the better sense: invest time and energy to avoid problems or to solve them?”

It’s not a trick question, but I’m surprised by how it causes so many managers to squirm. And it is fascinating how many of them get it wrong. Most of them will first answer that solving problems is best – and that is the obvious answer. But the honest ones will come back with a list of apologetics that begins with how busy they are jumping from one crisis to another and ending with a quiet aside (as though it is a terrible secret) that they’re lucky if they can get their regular jobs done. In effect, they tell me that they never avoid problems – they only solve them.

Meanwhile, we watch at a distance as the people who really “get it” shake off the intimidation and the pressure, and simply roll up their sleeves. I remember the hotel manager who drove two hours in her own car, on her own time, to return a credit card to a Japanese guest boarding a flight to Europe. I think of the hydraulics engineer who volunteered to parachute into a wilderness area to fix one his company’s new water pumps. I smile at the memory of the shipping clerk who shouldered past jokes and ridicule from fellow employees as he carefully packaged every order as crisply and neatly as possible.

These are the heroes of quality. They are not ‘firemen’ who not rush to douse fires. They are the fearless fire preventers who jump into the arena to answer the call to stop the fires from starting. Often, their efforts draw scant praise, if they are noticed at all. But how we need these “extra mile people” in all aspects of our operations.

[pullquote]When leaders walk the talk of Quality, the organization moves as a cohesive social group that is better equipped to solve immediate problems and long term ones, and they may prevent problems that you haven’t foreseen.[/pullquote]

I’ve seen some organizations proclaim their commitment to quality, and yet go on crafting flawed processes that produce flawed products and services that rely on heroic efforts for day-to-day rescue. Lacking a strategy to take corrective actions and address the causes of the fires, eventually a situation will arise that even heroic efforts shall fail.

What should happen is that the organization must walk the talk of quality – bring quality into the corporate culture from the top down. And it can starting with encouraging those basic human skills of communication, interaction, and implementation, or as defined in the LEO methodology: listen, enrich, and optimize.

Imagine what would happen if we made a sincere effort to improve communication with our customers, suppliers, co-workers and even our competitors? What would happen if we really listened to them? Maybe instead of keeping our noses to the spread sheets, perhaps we we’d start asking questions like “why” and “how” and listen to people who might give us better clarity about what is going on NOW.

With meaningful interaction, we enrich the organizational culture and encourage everybody to do more. We open ourselves up to lessons on how we may improve, where we may improve and when. We may even increase the opportunity of keeping problems from occurring in the first place.

Equipped with better communication and interaction, now we are better prepared to implement a renewed awareness throughout the organization. Not only are we putting out the fires; we are preventing them from happening. We are optimizing our relationships both inside and outside of the organization.

When it is delivered to every member of the organization – from top to bottom – LEO becomes the trigger-point for high level communication skills that I found among the best organizations. When the leaders of the organization walk the talk, they are the example for everybody to follow. That’s how leaders engage every member of the organization and gain commitment to an unprecedented level of quality. 

When leaders walk the talk of Quality, the organization moves as a cohesive social group that is better equipped to solve immediate problems and long term ones, and they may prevent problems that you haven’t foreseen. When this level of communication is achieved, then it doesn’t matter when a problem eventually crops up (because we know they will), because now there will always be enough fire preventers ready to take action.
    [post_title] => Walking and Talking Quality
    [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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I used to open our management meetings with a simple question: “Which makes the better sense: invest time and energy to avoid problems or to solve them?” It’s not a...

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...