Re: Check out Performance Improvement--James Harrington

[TQNELSON@aol.com]

In a message dated 9/10/1999 3:11:11 AM Pacific Daylight Time, 
Kromkowski@aol.com writes:

<< 
 I don't see one bit of Deming reflected in any way in this article. >>

With all due respect, one sees what one is open to seeing.

To the point, Harrington's opening reads like WED's opening of the 4-Day:

"For the past 60 years we've been looking for the magic bullet that will 
improve the quality of our products, services and lives. In the 1940s, we 
applied statistics through sampling, SPC and design of experiments to improve 
our products. In the 1950s, we used quality cost and total quality control to 
bring about quality improvement. In the 1960s, zero defects and MIL-Q-9858A 
drove the quality improvement process. In the 1970s, quality circles, process 
qualification and supplier qualification became key quality issues. In the 
1980s, employee training in problem solving, team activities and just-in-time 
inventory were the things to do."

And his continuing remarks continue to echo WED:

"It has been a long journey, and we aren't yet close to error-free 
performance. The reality is that quality is not the result of SPC, design of 
experiments, reengineering, Six Sigma, team problem solving, ISO 9000, 
quality management systems or any other quality tool. No matter how hard we 
try to design our products and processes so that the quality of our products 
and services are less dependent upon our people, our reputation will always 
be a direct reflection of them. The real key to quality is the behavior of 
our people. To bring about the level of quality that is required to survive 
in the 21st century we need to change the way our people--all people, from 
the boardroom to the boiler room--think, act and behave.  How do we change 
our people's behaviors? Experience has taught us that there is a direct link 
between individual beliefs and individual behaviors. If we are going to 
change behaviors, we have to change beliefs by understanding what factors 
drive basic beliefs and behaviors."

And his conclusion?

"During the past 60 years, the quality movement has had little impact on the 
major drivers of our beliefs and behaviors. As quality professionals, we have 
devoted much of our energy to applying quality practices to business, but we 
have missed the most important part of our obligation to humanity. It's time 
to refocus our efforts."

Del Nelson
American River College

When "We, the People..." are replaced
by dollars, profits, and greed,
It is time to start over
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