In Reply to Parent Post by WALLACE
I never heard of Hradesky until your post.
The TQM model I was presented with, did'nt have performance appraisals installed in the system. I do recall, the model was extremely process orienatated.
The process approach is what influenced me and, I should mention, the Q manager was heavily influenced by Deming and Juran.
What can I say? The guy is/was moderately famous in Quality circles.
Here's a quick and dirty profile: http://www.sixsigmacalifornia.com/bio.html
(Note it still refers to ASQC - I was a strong advocate of the name change to ASQ)
which has a picture of him with Dr. Deming.
When I was struggling with ISO-1994 edition, this guy's name was seemingly everywhere as his book came out in late 1994. Companies were running around like the proverbial decapitated chickens, desperately afraid we would get cut out of all European markets if we didn't climb on the ISO/TQM bandwagons. Fear does strange things. We didn't even contemplate selling in foreign markets, but my company and I were momentarily caught up in the hysteria because our customers and THEIR customers were in a panic.
I bought Hradesky's book, along with about a dozen others, trying to get a handle on what was happening. Ultimately, we decided we only needed to be compliant to a Standard. We liked a systemized approach to our planning. We avoided parroting the language of the Standard and created a plain language QM and written Procedures to match. Our Customers were thrilled with a manual that was readable and which all of our employees were completely familiar with. The customers started coming to us for seminars on "how to do Quality" because they could understand our manual but not their own. We bought into "prevention, not detection"
like a religion because it made perfect economic sense. FMEA was something everyone in our organization loved. Mistake proofing became an obsession with everyone. We never worried about automation taking anyone's job, only that it was more fun to tend four automatic machines turning out perfect parts with cpk in the 2.0 range instead of struggling with one manual machine trying to keep cpk above 1.3 and constantly making value judgments on whether a part was "good enough."
We laughed when we heard about 5S (cleanliness), because we kept our shop so clean it looked like a machine tool showroom. We had soundproof enclosures on the machines so you could carry on a normal conversation next to a running machine. We reveled in being able to run the entire third shift as a "lights out" operation.
We computerized and helped everyone learn the system to the point where a customer could phone any hour of the day or night and anyone who answered (from the delivery driver to a part-time security guard) could tap into the network and tell the customer the status of his order in real time - no telephone tag, no callback.
We had an open door policy for all our customers - no notice required. Drop in. If your part was running, you could go watch it and talk to the guy running it - none of our suits held the customer's hand or worried about what the operator might say. You could look at the raw material segregated for your part or count cartons in inventory. Best of all, you never worried about getting your clothes dirty. The air in our shop was as clean as in our office. We had year-round climate control:
better conditions = better health = better productivity