Teaching Quality! The History of Quality (from Artisans to TQM)

Quality Culture

Vasilist,

I have attached a copy of a Power Point presentation I made recently for a Supervisor/Manager presentation. As an Auditor I always hear the following response 'That's they way it is always done'. When asked why? most people cannot give me a constructive answer. I was trying to show people why the culture of an organsiation can add to the resistance to change and that all managers must be alert the barriers to change. It may help in some way to show people way you need to document procedures and report Non Conformances etc for without a History there can be no other answer than 'That's they way it is always done'

Greg B

Great presentation Greg,

I have heard the story before but this presentation made it even more striking. I may use it myself if you don't mind?

/Claes

Claes Gefvenberg said:

Great presentation Greg,

I have heard the story before but this presentation made it even more striking. I may use it myself if you don't mind?

Click to expand...

Claes,

You may user the presentation in any way you like. I am glad someone will get some added benefit from it.

Greg B

File Sent

Originally posted by vasilist
Dear Greg B,

it seems that i really can't download your attached file. Please, if you have the time , try sending it in the following e-mail :

vasilist at the dot pizzahut.gr

i will appreciated very much!!!!!

Thank you

Click to expand...

Vasilist,

Sorry this took so long but I have emailed the file to you today.

Greg B

"quality Is Safety"

Dear all,

This is my first time in the forum. I have read with gread interest many articles on Quality etc.
I come from an aviation backround and my company has just promoted me to Quality Manager. My backround in Quality is (I must admit) quite limited but I have very good knowledge of the industry and I'm a gread beleiver in safe practises.

I would be very interested to hear from all of you experts (aviation minded or not) your comments on the subject "Quality is Safety".

Do you agree? Disagree? Do you feel they are related or not? and why?
Are there alternative ways of looking at Quality and Safety?

Thanks

Flyboy

Flyboy said:

Dear all,

This is my first time in the forum. I have read with gread interest many articles on Quality etc.
I come from an aviation backround and my company has just promoted me to Quality Manager. My backround in Quality is (I must admit) quite limited but I have very good knowledge of the industry and I'm a gread beleiver in safe practises.

I would be very interested to hear from all of you experts (aviation minded or not) your comments on the subject "Quality is Safety".

Do you agree? Disagree? Do you feel they are related or not? and why?
Are there alternative ways of looking at Quality and Safety?

Thanks

Flyboy

Click to expand...

First of all. Welcome to the cove.
Without a doubt, the aviation industry must be safety minded, and I think you've got a great "slogan" here to build around.

Frome the broader standpoint I'm not sure about the applicablility of your statement, "Quality is Safety". However it certainly is a factor effecting a number of aspects of quality.

Safety is a rather easily defined term, but takes on different meanings depending on where it is used. Product safety is a design issue by and large. Process safety is a training issue.

Quality is that nebulous item that we're still trying to define. It can mean many different depending on the context.

I'd like to hear more of what you mean by the statement.

James

Is there any body who could give us advise on how to introduce quality management systems in our Technical Vocational Schools to improve thier efficiency and quality?

If I have it my way, I would like to plant into these young minds the basic concept of PDCA.

I would let them know that for whatever they do - including coursework, assignments, projects or every aspect of their own life, they need to plan (work hard & smart).

Next they need to implement their plan. eg. sit for test or submit assignments which would be evaluated subsequently.

The evaluated results would need to be check against the original plan for any deviations.

Then act on these deviations - eg. weak in calculus, then put in more effort into this branch of maths.

My

Regards.

Dear menkirt,

at first i will agree with harry.

mine piece of advice is the following :

i would explain them in simple words that

NOTHING CAN BE IMPROVED UNLESS YOU MEASURE IT!

And as an example i would use a simple control chart (Stewart) of a process (before measurement and after measurement having implemented the corective actions).

If this helped you a bit i'll be happy. Good luck and we are here anytime you need help.

Regards

Vasilist

I just want to post a little disagreement with two items in the previous posts. The "Check" phase (later renamed the "Study" phase) is NOT a check against the original plan for deviations. This action would convert it into Management by Objective. The idea of the Check/Study phase is to identify the impacts of the Do phase on the process.

On measurement - Dr. Deming stated that the most important things are NOT measurable. Do I not improve employee morale because I cannot measure it? No. Phrases like "what gets measured gets done" or "if you can't measure it you can't manage" it are dangerous as they cause us to focus on the numbers themselves rather than the actual issue. Yes, I can use measures to infer if I have improved employee morale. But just ask any Vietnam War veteran the impacts of Robert McNamara's measurement policies on running the war.