The attached was written originally as a "light" introduction to a class, but I suppose it could stand as an article on its own.

This is a tongue-in-cheek consideration of the things top managers do to hamper the development of a quality culture in an organization. With it however, are the thought inducing "opposites" (mentally transpose, "then what can be done to help improve quality?").

Rob,

Nice work on a smooth and insightful article. My two favorite principles that you identified were, "Regarding goals, make sure all goals are short term," and, "Finally, avoid closure at all costs." These two problems infect the majority of organizations I work with, especially the tendency to avoid closure.

Craig

Rob:

GREAT article. I especially like the "hook" at the end - the thing is unfinished. Hilarious. The rest, well it would be funny if...

Craig

I love it. Very good. I am going to pass the link to this to a few folks here.

- Steve

If you will allow me, it is more a beacon than a "light":)

Rob, Rob, Rob....what are we going to do with you?????
I love it. I think I'll print it on official looking paper with our logo and it can become the Quality Policy. I wonder how that will go down with the registrar??
I don't think I'll send in an article this month as the competition just got a bit stiffer. I wonder if I have the guts to send this to my Boss wiuthout putting a disclaimer on it?
Favourite chapters:

Chpt 1: This had to be written with my current employer in mind.
Chpt 3: I love the reference to 'on time' then arriving late. We recently all had to attend courses on 'meetings' (Agenda, behaviour etc) at the next meeting the managers (did not attend the training) arrived late, phones ringing and vibrating all over the table, interjected, procrastinated and left in time for their lunch appointments.

Thanks for the link to the 'Australian Continuous Improvement Group'.
PS: I was going to place a myriad of laughing emoticons in this post but for some reason they are not appearing on my PC. So take it as read that I am seriously laughing

Greg B

Thank's for puting my problems on paper...
Have you been visiting us??

Brilliant piece of writing Rob.... Really...

My only concern is that those who would benefit the most from reading it are unlikley to do so... They are too busy killing the...

/Claes

Rob,

Gee, thanks. You've convinced me that you have written the entire business operation manual for my company, and that any minor hopes I have for change are simply smoke and mirrors. Sighhhhhhhhhhhhh...

But anyway.... Bravo! I'd say it rates a 9.5 (that Russian judge alway's comes in a bit low...). It is quite funny and would rate a hilarious if it were not for the sadness that creeps in as I realize the accuracy of the darn thing.

I suggest you send it for publication to some prominent Management or Quality magazines.

I'm cautiously optimistic... I know most will see the humor, but I'm worried about those that will be taking notes... ;-)

Rob and All,

I was so tickled by your "Ten Things Management Can Do To Destroy a Quality Culture" it has caused me to come from behind the bushes and expose myself here in the cove. I have been lurking around since Oct 2003, so I guess it is about time. I passed the "Ten Things................." to my boss and he also got a kick out of it as well. Gee why does that remind me of Greg's Apes.

I have come to admire many of the Cove regulars for the way they handle the problems of others as well as their contributions in general. I may not always agree with what is said but that in no way changes my opinion. Now that the ice has been broken I hope I can Contribute, or at least Participate in the future

Thats again Rob For waking me up.

Laurie

Rob and All,

I was so tickled by your "Ten Things Management Can Do To Destroy a Quality Culture" it has caused me to come from behind the bushes and expose myself here in the cove. I have been lurking around since Oct 2003, so I guess it is about time. I passed the "Ten Things................." to my boss and he also got a kick out of it as well. Gee why does that remind me of Greg's Apes.

I have come to admire many of the Cove regulars for the way they handle the problems of others as well as their contributions in general. I may not always agree with what is said but that in no way changes my opinion. Now that the ice has been broken I hope I can Contribute, or at least Participate in the future

Thats again Rob For waking me up.

Laurie

G'Day Laurie,

Welcome to the Cove. It is good to have another Aussie onboard.

PS: Go the Blues. Don't be put off by my 'Queenslander' monica. Born in Wollongong!!

Hi Laurie, good to see another Sydneysider here.

I used to contribute fairly regularly, but have been lurking lately as well.

Now that the ice has been broken I hope I can Contribute, or at least Participate in the futureHi there Laurie, and welcome among the posters. When I first found the Cove, I found so many good threads I wanted to read, that I simply didn't have the time to do any posting myself. Thus, just like you I lurked for a long time before I started contributing. There is no stopping me now, though....

/Claes

Every word eqally true over here in the uk - I will certainly save it AND use it

Regards

peterh

Rob,
There are many points, I could not agree more. Nutshell, you made your point in style.

I very much liked the point 4:

Do not spend a lot of time planning, organizing, strategizing, or (in short) -managing. Fighting fires is the most productive use of your time. And besides, it is the comfort zone of most top managers, since it is likely how they got where they are. Getting involved in every problem that occurs each day shows you are a “hands on” kind of executive - your people will respect you for it.

People don’t have time to wait until preventive action to take its effectiveness. Everyone wants a "vending machine" approach to problem solving. You put the coin in, get the candy out.

Moreover, organizations adore fire fighters- since the results are readily visible. Quality Engineers quietly working on DFx and FMEA hardly ever get noticed.

Organization should start to reward employees for effective planning and preventive measures. Not always for containment and correction. This would be my spin on your point # 4.

Finally, Rob Nix, I cannot wait any longer to see you next article (if you wish to write); Ten things Management can do to destroy employee morale? :)

Regards,
Govind.

To: Craig C., Craig H., Steve P., Sal88…, Greg B., UBD Anders, Mike S., Groo3 (although cautious), Laurie A., Claes, Peter H., and Govind,

I very much appreciate your nice comments on the article. I am generally not much of a “writer”, but every once in awhile some topic just hits a nerve and I pour my guts out onto a piece of paper. So, in that respect, I can credit the several top execs I’ve had the “opportunities” to work with for providing fodder for learning. A couple of things I’ve learned is, #1) that things are pretty much the same wherever you are, and #2) we quality people are an industrious lot and always find ways to keep good systems afloat despite management.

I value all of your input. It is true that the Cove is greater than the sum of its parts. I’m going to stop before I get all gushy.