The Future of Quality
This was on a listserve. An interesting comment...
-----snippo-----
Subject: QUALITY Digest - 19 Nov 1998 to 21 Nov 1998
Date: Sun, 22 Nov 1998 00:00:20 -0500
From: Automatic digest processor
Reply-To: TQM in Manufacturing and Service Industries Discussion List
o: Recipients of QUALITY digests
Date: Sat, 21 Nov 1998 00:06:52 -0500
From: Richard Jennings
Subject: Is Quality Dead or is it Just Ill?
-------- Quality is not dead, but the APPLICATION of Quality is certainly cyclical.
For doubters, I urge you to read Vance Packard's book, 'The Waste Makers', circa 1960. Among other phenomena, Mr. Packard described the panic in the light bulb industry, in the 1920s, when managers realized that production capacity was outstripping demand and disaster loomed. The solution? A cartel pledged to REDUCE the lifetime of light bulbs! Truly, a unique quality solution!
>From 1946 until at least 1965, US manufacturers could sell anything th= at they could make because the manufacturing industries in Europe and Japa= n had been destroyed.
In 1963 at Texas Instruments, we manufactured transistors in massive quantities on single lines. If the device passed all tests, it was sent to the Minuteman missile program; the very last 'pass' station, just before the trash can, was marked 'Japanese Transistor Radios'. By 1980, the Japanese were pillaging the memory market to our anguished screams of 'unfair competition'. In a recent NY Times article it was reported that Japan's economy was now enjoying 'effectively NEGATIVE' interest rates! Anybody want to buy a seldom used golf course at Pebble Beach?
Sure looks like cyclical quality and economies to me!
If you wish to insure that Quality does not 'die', then tie the CEO's compensation package, in part, to Quality AS PERCEIVED BY CUSTOMERS. Watch how fast quality comes to the front! Don't believe me? Check how many Fortune 50 corporations have suddenly discovered Global Warming! And many of them are Fossil fuel processors and users!
On the other hand, if the 'Death of Quality' leads to fewer 'Quality Consultants' and fewer applicants for the Baldrige Award; HOORAY! Now perhaps people can get back to work. And don't all of you Quality Consultants try horning in on my new Global Warming consultancy. Go invent another Alphabet program!
Finally, since I started with a book reference, let me end with one as well. Remember, several years ago, we had 'Management Lessons of Attila the Hun'? Well.......
AT BOOKSTORES NOW: 'Cigars, Whiskey, & Winning--LEADERSHIP LESSONS fr= om General Ulysses S. Grant' described in the book blurb as '250 strategic lessons from General Grant's Civil War memoirs--essential reading for today's business leaders.
A failed soldier, a failed businessman, later the General responsible for the highest casualty rate ever in any one army, and finally, one of the worst Presidents in history.
Truly a model for the new millennium.
Dick Jennings
Date: Sat, 21 Nov 1998 00:18:08 -0500
Subject: Re: Is quality a fad? Is quality dead?
In a message dated 11/19/98 15:41:08, you wrote:
<< My question is: IS THERE A FUTURE FOR QUALITY IN THE 21st CENTURY? What news (or old) should I look for for next century's quality? What will be new to you?
Your thoughts are welcome. Johan Maertens, CSP, MSE Western Michigan University Engineering College
Is quality dead? No, but I think within business it has taken on different forms. IS TQM dead? No, but it certianly doesn't get the play it had.
There are a couple of issues that surround this topic. First, there are more distractions, ISO-9000, QS-9000, ISO-14000. These are certainly quality activities.... the number if ISO & QS 9000 companies are increasing, at it is becoming the price of poker in a number of industries.
Now, I certainly don't believe that a company with an ISO or QS rating is a quality company, but it does say something about the state of their quality system.
As for Baldrige, more companies inquire or use the criteria as a self assessment. They has also been significant growth in state awards that have drawn off some activity from Baldrige.
I think quality of product and service in the market place is as important or more important then ever. However, there are still managers who run corporations who don't and probably won't understand TQM, quality systems, MBQNA, or any of that. They still think that 93% of 14,000 units per day is better than 99% of 12,000, even thopugh the best estimates of the cost of quality in the organization is at or near 30% of sales. Inertia of thought is a tough thing to overcome, regardless of the reams of data avaliable.
Martin Luther King once said (loosely paraphrased), the old guard of any organization resists change since they wear the decorations and awards of doing battle in the accepted manner.
Most companies apprached TQM and all of the other "fads" in the same manner. They found what they like in the idea, regardless of the core assumptions (then usually violated), and had their underlings implement it without their active participation or leadership. Then they expected to have the benefits magically appear without any investment monetary or otherwise. Deming said there is no instant pudding.
Quality is not dead, but quality practicitioners need to communicate in the language of management, demonstrate results, and show that quality makes money both by reducing costs and improving customer value. Is it easy, no!!!!!!
Robert Drensek, CQE, CQA, CRE Quality Engineer
This was on a listserve. An interesting comment...
-----snippo-----
Subject: QUALITY Digest - 19 Nov 1998 to 21 Nov 1998
Date: Sun, 22 Nov 1998 00:00:20 -0500
From: Automatic digest processor
Reply-To: TQM in Manufacturing and Service Industries Discussion List
o: Recipients of QUALITY digests
Date: Sat, 21 Nov 1998 00:06:52 -0500
From: Richard Jennings
Subject: Is Quality Dead or is it Just Ill?
-------- Quality is not dead, but the APPLICATION of Quality is certainly cyclical.
For doubters, I urge you to read Vance Packard's book, 'The Waste Makers', circa 1960. Among other phenomena, Mr. Packard described the panic in the light bulb industry, in the 1920s, when managers realized that production capacity was outstripping demand and disaster loomed. The solution? A cartel pledged to REDUCE the lifetime of light bulbs! Truly, a unique quality solution!
>From 1946 until at least 1965, US manufacturers could sell anything th= at they could make because the manufacturing industries in Europe and Japa= n had been destroyed.
In 1963 at Texas Instruments, we manufactured transistors in massive quantities on single lines. If the device passed all tests, it was sent to the Minuteman missile program; the very last 'pass' station, just before the trash can, was marked 'Japanese Transistor Radios'. By 1980, the Japanese were pillaging the memory market to our anguished screams of 'unfair competition'. In a recent NY Times article it was reported that Japan's economy was now enjoying 'effectively NEGATIVE' interest rates! Anybody want to buy a seldom used golf course at Pebble Beach?
Sure looks like cyclical quality and economies to me!
If you wish to insure that Quality does not 'die', then tie the CEO's compensation package, in part, to Quality AS PERCEIVED BY CUSTOMERS. Watch how fast quality comes to the front! Don't believe me? Check how many Fortune 50 corporations have suddenly discovered Global Warming! And many of them are Fossil fuel processors and users!
On the other hand, if the 'Death of Quality' leads to fewer 'Quality Consultants' and fewer applicants for the Baldrige Award; HOORAY! Now perhaps people can get back to work. And don't all of you Quality Consultants try horning in on my new Global Warming consultancy. Go invent another Alphabet program!
Finally, since I started with a book reference, let me end with one as well. Remember, several years ago, we had 'Management Lessons of Attila the Hun'? Well.......
AT BOOKSTORES NOW: 'Cigars, Whiskey, & Winning--LEADERSHIP LESSONS fr= om General Ulysses S. Grant' described in the book blurb as '250 strategic lessons from General Grant's Civil War memoirs--essential reading for today's business leaders.
A failed soldier, a failed businessman, later the General responsible for the highest casualty rate ever in any one army, and finally, one of the worst Presidents in history.
Truly a model for the new millennium.
Dick Jennings
Date: Sat, 21 Nov 1998 00:18:08 -0500
Subject: Re: Is quality a fad? Is quality dead?
In a message dated 11/19/98 15:41:08, you wrote:
<< My question is: IS THERE A FUTURE FOR QUALITY IN THE 21st CENTURY? What news (or old) should I look for for next century's quality? What will be new to you?
Your thoughts are welcome. Johan Maertens, CSP, MSE Western Michigan University Engineering College
Is quality dead? No, but I think within business it has taken on different forms. IS TQM dead? No, but it certianly doesn't get the play it had.
There are a couple of issues that surround this topic. First, there are more distractions, ISO-9000, QS-9000, ISO-14000. These are certainly quality activities.... the number if ISO & QS 9000 companies are increasing, at it is becoming the price of poker in a number of industries.
Now, I certainly don't believe that a company with an ISO or QS rating is a quality company, but it does say something about the state of their quality system.
As for Baldrige, more companies inquire or use the criteria as a self assessment. They has also been significant growth in state awards that have drawn off some activity from Baldrige.
I think quality of product and service in the market place is as important or more important then ever. However, there are still managers who run corporations who don't and probably won't understand TQM, quality systems, MBQNA, or any of that. They still think that 93% of 14,000 units per day is better than 99% of 12,000, even thopugh the best estimates of the cost of quality in the organization is at or near 30% of sales. Inertia of thought is a tough thing to overcome, regardless of the reams of data avaliable.
Martin Luther King once said (loosely paraphrased), the old guard of any organization resists change since they wear the decorations and awards of doing battle in the accepted manner.
Most companies apprached TQM and all of the other "fads" in the same manner. They found what they like in the idea, regardless of the core assumptions (then usually violated), and had their underlings implement it without their active participation or leadership. Then they expected to have the benefits magically appear without any investment monetary or otherwise. Deming said there is no instant pudding.
Quality is not dead, but quality practicitioners need to communicate in the language of management, demonstrate results, and show that quality makes money both by reducing costs and improving customer value. Is it easy, no!!!!!!
Robert Drensek, CQE, CQA, CRE Quality Engineer