All are correct.
I am the one who, as I know it, started the saying in my footer.
I started out my civilian quality career (a big shock from learning my craft in Navy repair quality programs, ahem) in a place where the boss wanted only an inspector. He did not want me to complicate, in his term "bureauocratize" the place, even though he lost a lot of money from simple problems like material not being identified and they drilled the wrong hole pattern in some very expensive stock--ouch! All he wanted from me was to know if the holes were round, shiny and smooth--and oh yes, the right size. I applied Stealth Quality in this place and made a few small but somewhat influential changes that improved our operations somewhat. (I learned not to ask, or the boss, the president would say "no.")
I did a Phase I SBIR research project for the USDA a little while ago. The question regarded a network of advisors with reliably consistent approaches and an umbrella brand for recognition, who could help small businesses with their high cost issues and performance improvements.
The results weren't surprising given my exposure up to that point. Most people who start businesses don't get much training in business, and that which is available is spotty and takes a lot of effort. The term Quality means an attribute to them: a hot hamburger, a bus on time and a knowledgeable, courteous customer service representative.
I decided that given this confusion, we should learn to call quality management something without the word "quality" in it, as these people have a lot of trouble with it.
But this is only the beginning of the trouble. These business owners, nearly all earnest and hard working, have little-to-no critical thinking training and know little about systems--even the brightest are having real difficulty in organizing what they do and in analyzing data to solve problems. I observed this close-up while serving as an examiner for the state's version of Baldrige Award.
They could really use help but can't afford it, can't understand what the real problem is (so it's hard to ask for help) are strung out and are worried about losing control. And, I'm sure they think finding a good consultant is not easy.
There's a great book titled The E-Myth that is about making nice, tight systems for success in small businesses. But it isn't always the right thing, I think, to take away the thinking power of people interfacing with customers. Not every business should work like a franchise, as this book claims.
But it got some things very right. I decided, based on my reserach, that these good people need systems, but not right away. Better to plug the leaks first, save them some real money and make them feel better--in a way that they can do themselves, not rely on a highly trained professional in a mysterious specialty. It's kind of like Six Sigma without the S on your chest.
After there is a sense of things running more satisfactorily, one can start to think about developing systems.
And so I write about this subject and seek to get published. I create tools for counting defects and recording + tracking their costs, computing ROI, and as I do it I preach a little: finding and fixing causes of employee absenteeism, turnover and injuries can save the company a lot of money!
My tools are made with spreadsheets, not expensive and buggy software--my spreadsheets are adaptable and can be learned by savvy people; one needn't be an accountant or a business degree holder to understand these concepts... I think. I want to know if that is really true, if people besides me can use and profit with these tools.
But I don't call it Quality because quality is a hot hamburger.
Showing my attention deficit -- don't you LUV these lil emotes??
* sneaks in the back door to go see what all this new SQ is about *
