While reading through the binder I received in 1987 from the Philip Crosby Quality College in Winter Park, FL I came across a section titled 'Four Ways a Quality Improvement Process Can Fail'. I was expecting something that quality professionals had created fail-safes to prevent. What … Read more about Four Ways a Quality Improvement Process Can Fail
Point 14 – Top Management Commitment to Action
Clearly define top management's permanent commitment to ever improving quality and productivity, and their obligation to implement all of these principles. Indeed, it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are … Read more about Point 14 – Top Management Commitment to Action
Point 12 – Pride of Workmanship is Power
Pride of Workmanship is Power Permit pride of workmanship Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This implies, among other things, abolition of the annual merit rating (appraisal of performance) and of Management … Read more about Point 12 – Pride of Workmanship is Power
Point 7 – Leaders Help Others
Institute leadership Adopt and institute leadership aimed at helping people do a better job. The responsibility of managers and supervisors must be changed from sheer numbers to quality. Improvement of quality will automatically improve productivity. Management … Read more about Point 7 – Leaders Help Others
Point 10 – Walk the Talk
Eliminate Exhortations Unless You are Willing to Listen Eliminate the use of slogans, posters and exhortations for the work force, demanding Zero Defects and new levels of productivity, without providing methods. Such exhortations only create adversarial relationships; the bulk of the causes of low … Read more about Point 10 – Walk the Talk