How did the eastern countries achieve High Quality in spite of ever-evolving global market demands? To answer quality strategy several implicit functions of industry and service remain profoundly important:
- Change is constant
- Quality is key
- Bottom-line is innermost
Describe the primary strategies used for implementing quality approaches.
Use effective communication techniques.
“With the increasing prevalence of ISO 9000 programs, Canbide has initiated a corporate wide Excellence through Quality (EQ) program. Most of the plants and operational locations have already launched their EQ programs.” (CTUOnline; 2007, Task Detail
“As part of your research for the quality project for the Central Engineering and Research Department (CERG) at Canbide, you have identified W. Edwards Deming, Joseph M. Juran, and Philip Crosby as the three individuals who are most often associated with Quality Management philosophies. Using your Library resources, discuss which of the three you think has the best approach to quality management that would meet the needs of CERG.” (2007; ibid)
Future Questions about Quality to be asked:
- Do organizations need to have a value proposition, vision and mission statement?
- Should your product and/or service strive to obtain zero defects?
- How will Canbide define total quality management, TQM?
- Include a description of the impact of globalization on quality.
- Compare / contrast traditional management styles with quality focused management styles.
- Explain how TQM applies or should apply to Canbide organization.
“You will find ...selected books and articles which contribute to the new world view of systems thinking, continual improvement, and cooperation.” (CTU; 2007) The nucleus of the collection is material by Dr. Deming or Dr. Ackoff or about their ideas; retrieved from website like: management wisdom com.
In addition, this paper relies on other secondary sources from internet such as: web site for Department of Navy, Engineering web sites, and agency websites – Six Sigma, and others. For instance the General Accounting Office adopted a Total Quality Management approach for the organization after studying the successes of private industry. The IRS and DOD have embraced bottom-line versions of total quality management. DOL has much to say about TQM.
Because Nippon had been built of mostly wood, Tokyo all but burned to the ground by American fire-starting air raids in March, 1945. Unparalleled in history, along with another well-known American quality guru-J.M. Juran, Deming went to Japan as part of the occupation forces of the allies after World War II. Deming taught a lot of Quality Improvement methods to the Japanese, including the usage of statistics and the PLAN, DO, STUDY, ACT cycle that represents the modified the SHEWART cycle.
Sources have reported over the years the Post WWII Japanese learned how to turn out quality from “Sarasohn, Protzman, Polkinghorn, Shewhart, Deming, Juran, Fiegenbaum, and others.” Many “would add their own quality wrinkles in Japan over the years, just as Philip Crosby would in the US starting in 1979.” (Crawford-Mason, Clare; Tuesday, April 23, 2002)
However, after reading about other bodies of work, W. E. Deming stands out as the leader in education and understanding with the most powerful Value Proposition.
Quality as Leading Indicator
The preceding innovators have not proposed the same definition for quality – “no two of those men - indeed, no two people we've talked to anywhere - agree precisely on how quality is defined” (April 23, 2002).
Dr. Deming had a learn’ed notion that earned no-nonsense eminence in early years. It starts with the “vision, goals, strategies and mission that must be fully thought through, agreed and shared in the business. What follows determines whether or not these are achieved. The building blocks of the mission are critical to success” in pursuit of Quality Management after the Second World War and much further beyond. (gov.uk; May 28, 2007)
With impressive use of statistics to prove his theory, he led many back to realization that continuous improvement is a satisfactory reason for living, working and playing. He extended to management that they are responsible for their workers’ production, and more importantly the quality of their production. It made him unpopular with management, but “he did prove a link between inconsistency – poor quality – and impaired management performance” (McLaughlin, G, PhD; n.d; prarphrased)
Management is the Key that Unlocks
How it all becomes so is in the probability for welfare, goals, and achievement of each worker, compared to failure, sickness and sabotage. The implicit relationship between management and worker will have defined outcome. If the relationship is bad, then there are “unwanted variables in production,” and unwanted outcomes in product. If the relationship is supportive, outcome is not given to impairments.
Managerial tactics had historically been causing injury and harm to worker-management relations. Health of industry in areas of function and output had lacked natural growth. Technology had grown, but lag times of considerable lengths thwarted using the new technology. Exit barriers existed by averted workforce. So much change-averse behavior had existed that management would expend its resources trying to get around, or through barriers, and seldom with the workers.
“New century innovation is challenging all business governance. To strike a delicate balance while putting into service high-tech change, business units collaborate as never before with accounting metrics. As in changes that are dramatic enough to make a difference, but not so dramatic as to be disruptive or unrealistic ‘pie-in-the-sky’ solutions,” accounting management is called on to partner up with operations, functional departments, enterprise acquisition, long-range product development, and business-driven solutions to improve process. (US Department of Labor, 2006; paraphrased)
Excellence through Quality: EQ
The following might very well be the vision statement for EQ at Canbide.
“The never-ending improvement cycle ensures that an organization learns from its results, standardizes what it does well in a documented system and improves operations and outputs from what it learns. This must be done in a planned, systematic and conscientious way to create a climate and culture of quality and excellence that permeates the whole organization.” (Dti gov UK; n.d)
Dr. Deming is best known for making management uncomfortable: “Drive out fear so that all may work effectively for the organization.” Managers often will rely on fear to force their desire or inclinations on workers. Despite its usual processes of making decisions, will Canbide be able to follow the many points of departure that follow a true Deming system-think organizational change? (McLaughlin, G, PhD; n.d, paraphrased)
Dr. Deming’s ideas let us manage “what we do not and cannot control.” Canbide will have conformed to the externalities and internal forcers as they arrive. Then we review and find the next source of those forcers we cannot control, and adjust our functional processes. “Our aim is to create wider awareness of the benefits and sense of urgency for its practice.”
It is imperative that Canbide remember the benchmarks of “Dr. W. Edwards Deming’s principles [that have supported] the global success of Toyota, Proctor & Gamble, Ritz Carlton, Harley-Davidson, and many other leading organizations. His teachings are essential for the effective application of Six Sigma, Lean Manufacturing, Loyalty/ Net Promoter and other quality improvement, customer retention and business growth methods.” (Management wisdom aimofma; 2007)
Conclusion: Canbide should...
Canbide will revisit the knowledge base of Deming. All other implements of re-tooling Canbide are dependent on a total understanding by management as we define our organization “in the 21st century needs to be seen and understood as complex social systems in a rapidly changing world.”
As Canbide turns more attention to external forcers, importance of “suppliers and customers and their needs become apparent.” It turns out; Deming’s ideas... merging with those who have followed his logic and either made competitive analogies, or improved the science of, encourage a correct mindset of needing a structured focus in order to learn and apply.
What more could an altruistic Quality Guru desire than to provide a stellar basic scheme, focusing on disciplined thinking and producing? After all, “Science is built up with facts, as a house is with stones. But a collection of facts is no more a science than a heap of stones is a house.”(Poincaré; n.d)
Therefore, Canbide will have focused primarily on quality, as described in the ratio of “results of work efforts divided by Costs.” In the new thinking: when the focus is on costs quality declines: when the converse, quality increases over time. I think Canbide will have best increase in Quality if we start with Deming’s Body of Knowledge, and work toward other Gurus’ specialties as the opportunity arises.
Crawford-Mason, Clare; (Tuesday, April 23, 2002); Page HE01 Special to The Washington Post, also published in Quality Progress Magazine of the American Society for Quality, November, 2004 retrieved from May 21-24, 2007 management_wisdom com bemileinvi1
CTUOnline; (2007) Task Detail, retrieved May22-28, 2007 at MGM375
Curious Cat; (n.d) retrieved May 22-28, 2007; from curious cat com guides Deming cfm
Dti gov UK; (n.d) retrieved from businessballs dtiresources TQM implementation blueprint PDF
Management_wisdom stores yahoo chap1qualore; (n.d) retrieved from ibid chap 1 qualore
Management_wisdom com aimofma; (n.d) retrieved from ibid ...aimofma
McLaughlin, Greg, PhD; (n.d) TQM – Quality Gurus, ppt, retrieved May 20-28, 2007, CTUOnline, Course home, Task Detail
Maswady, Mazen A; (Nov. 28, 2002)
Poincaré, Quotes of; (n.d) retrieved May 22-28, 2007, La Science et l'hypothèse at quotes from Poincaré
US Department of Labor, (2006); retrieved May 22-28, 2007