M
Re: Maybe I missed something
DOG PILE ON DAVE!!!!!
Yes, if my quality system fouled up, I'd feel terrible - UNLESS... I had been telling upper management that there were systemic issues that could not be resolved by a peon like me and needed the horsepower of the brass to take care of the issues. If they failed to assist, then they deserve what they get.
As soon as I have a title like Chief Quality Officer with the same authority as the Chief Operating Officer to make systemic changes to the corporate culture; to call into question the decisions of any other officer; to ensure that my decisions carry just as much weight as theirs - then, and only then, would I be willing to take on the sole responsibility of the quality system - it's success AND failure. As long as the chief advocate for quality resides in the middle management ranks - then he/she cannot be held responsible if the quality system isn't working. It isn't the Quality Manager that really fouled up - it's the culture that allows a flagrant disregard for quality that is really fouled up.l
While I have no discrepancy with talking $$$ vice PPM, what about those quality initiatives that have no attributable or measureable dollar value. What dollar value can I place on the reduced orders a customer is sending? If I use last year's figures and prognosticate into the future, I can guestimate that poor quality cost us XXX dollars - but that is only a WAG. How many in upper management will accept that?
Cheers!!!
Originally posted by D.Scott
I'm having an awful time finding what the objection is to Mr. Harrington's article.
The article, as I read it, is predicated on "selling quality improvements to management", not on commitment of management to quality. He is simply saying we need to stop thinking in terms of improved Cpk and start thinking bottom line return to the company.
This is not saying to turn your back on quality tools but to "translate" the improvement into $$$.
The top management of the company is very committed to quality. They couldn't be more committed - they hired you! Harrington is saying as long as you hold up the quality end there is no need for the CEO to worry about quality.
If my system failed, I would feel I really fouled up. I wouldn't be much of an expert if the CEO had to concentrate on quality too. Translating my system improvements to a bottom line dosen't seem too unreasonable to me.
Although he said it in a different way, Mr. Harrington is saying the same thing we have recognized for years. If you want the top management to sit up and take notice, talk in dollars - not parts per million.
JMO - (I now prepare a pile of pillows for when I get jumped on)
Dave
I'm having an awful time finding what the objection is to Mr. Harrington's article.
The article, as I read it, is predicated on "selling quality improvements to management", not on commitment of management to quality. He is simply saying we need to stop thinking in terms of improved Cpk and start thinking bottom line return to the company.
This is not saying to turn your back on quality tools but to "translate" the improvement into $$$.
The top management of the company is very committed to quality. They couldn't be more committed - they hired you! Harrington is saying as long as you hold up the quality end there is no need for the CEO to worry about quality.
If my system failed, I would feel I really fouled up. I wouldn't be much of an expert if the CEO had to concentrate on quality too. Translating my system improvements to a bottom line dosen't seem too unreasonable to me.
Although he said it in a different way, Mr. Harrington is saying the same thing we have recognized for years. If you want the top management to sit up and take notice, talk in dollars - not parts per million.
JMO - (I now prepare a pile of pillows for when I get jumped on)
Dave
Yes, if my quality system fouled up, I'd feel terrible - UNLESS... I had been telling upper management that there were systemic issues that could not be resolved by a peon like me and needed the horsepower of the brass to take care of the issues. If they failed to assist, then they deserve what they get.
As soon as I have a title like Chief Quality Officer with the same authority as the Chief Operating Officer to make systemic changes to the corporate culture; to call into question the decisions of any other officer; to ensure that my decisions carry just as much weight as theirs - then, and only then, would I be willing to take on the sole responsibility of the quality system - it's success AND failure. As long as the chief advocate for quality resides in the middle management ranks - then he/she cannot be held responsible if the quality system isn't working. It isn't the Quality Manager that really fouled up - it's the culture that allows a flagrant disregard for quality that is really fouled up.l
While I have no discrepancy with talking $$$ vice PPM, what about those quality initiatives that have no attributable or measureable dollar value. What dollar value can I place on the reduced orders a customer is sending? If I use last year's figures and prognosticate into the future, I can guestimate that poor quality cost us XXX dollars - but that is only a WAG. How many in upper management will accept that?
Cheers!!!