Re: Welke vraag zit er achter de vraag betreffende "een ethische code voor de kwaliteitskundige?"

OLKK-bericht van: Arie Quik <[email protected]>

At 12:37 23-3-2005 +0100, you wrote:

Folkert,
>Achter mijn zoektocht naar de rode draad (kern) zit de vraag "waarom lukt 
>het ons niet om kwaliteit te integreren"?
>
>
>
>Ik heb daar zo mijn eigen antwoorden op. Maar wie ben ik?
>
>Daarom ben ik zo benieuwd wat jullie antwoorden zijn op die vraag!
>
>Geen lang verhaal maar kort en krachtig, omdat ik er van overtuigd ben dat 
>een lang verhaal niet een kern bloot legt.

Nu wel een lang verhaal, maar van Philip Crosby, die er zo'n 20 jaar 
geleden het volgende over zei:

<quote>

How come hardly anything ever gets better?
By Philip B. Crosby, 1985 Philip Crosby Associates, Inc.

During the past 30 years, I have been professionally involved in managing
quality improvement. In the cause of quality, I have been an inspector,
tester, quality engineer, department manager, director, corporate vice
president and now a chief executive.
I have sat with powerless and the powerful. My thoughts, speeches, books,
comments and such have been kindly received and well rewarded. In all these
years of struggle, I never met anyone who was against improvement. There
have been no stern faced border guards or internal police to plot against my
work. There are no anti-improvement movements or conspiracies that I know
of. My books have been purchased by thousands and actually read by many of
those people interested in quality. I am asked to speak regularly, and get
paid for it.

We have been able to show in hard, cold, documented financial facts that
doing things right costs a great deal less than doing things wrong.
Companies spend at least 20 percent of their sales dollars doing work over
or fixing their mistakes. This has been proven. Improving quality costs much
less than paying for error. The business press, in fact, all communications
activities, are continually producing lists of things that need improvement.
Products, services, prisons, morals, the judiciary, Congress, movies,
taxis - just about everything needs improvement. I''m sure you have a
personal priority about which you would like to see something done.
With all this support and emphasis, plus the fact that we actually do know
how to cause improvement, you would think there would be an epidemic of
getting better. Yet, it is very hard to think of something that is actually
better now than it was. It is hard to identify something that has been
improved on purpose.

So, if everyone wants improvement, and we know how to make it happen, and it
costs a lot less than doing it the way we are doing it now - how come hardly
anything gets better? This question has bothered me for years. I have
arrived at what I feel are three basic reasons. Their cause is our
management and communication style - it is not the fault of individuals. So,
this is where I feel the lack of improvement originates.
1. The highest paid and most talented people in a company do not work on
improvement; they work on each other.
Their concerns and work are the aspects of the company that have little to
do with the product or service itself.
They produce tons of strategy books, planning manuals, marketing reports,
and other things that only exist so they can be shown like merit badges.
(Who among you knows where the last five-year plan book is?)
This effort produces a continual stream of confusion and false priorities
that prohibit anyone from getting on with the task. Everything is always up
in the air. Nothing gets finished.
If you take all of the corporate executives that come to Manhattan every
day, mix them with the financial and stock market specialists, throw in all
the meetings being held with folks flying in from out of town, it will all
add up to very little actual improvement that you could feel or taste in any
product or service. I have lived, worked, worried, grown gray and grizzled
in that environment. Everyone works hard. It is just that very little of it
makes much difference in the life of the users of the product or service.
What is going on if there is no improvement? What are they doing? When asked
what people in a little Ohio town did for a living, my grandmother said,
""They take in each other''s washing.""
2. People who really understand a subject do not get to help determine the
policy for improving it.
The ""nationally known consumer advocates and quality experts"" - to a
person - have had no experience in quality management or anything related to
it. The business media talk authoritatively about quality, its causes and
cures. Yet their experience is limited. In fact, I would doubt if you could
get any two of these well-meaning folks to agree on the definition of the
word ""quality"".
Most of the articles and TV specials on quality treat ""unquality"" as a
variable thing that results from people just not caring about it.
Because of this, ""quality"" has become almost exclusively an emotional
subject overlaid with tons of class warfare. In reality, it is a manageable
subject that can be measured in financial terms and treated as calmly as pie
making.
It is hard to do that because of all the yelling and screaming going on, and
it is hard to hear the yelling and screaming for all the dust that is being
raised.
The way to cause quality is not through gimmicks like ""quality circles"", or
government agencies, or consumer hit squads. Quality comes about when a
management team realizes that quality means conformance to requirements,
that they have the responsibility of spelling out those requirements, and
then making certain defect prevention is implemented. It can be handled
sensibly, practically and with dignity.
3. Management and labor do not understand each other.
There are very few places left where the management consists of people who
have actually done some of the work they are supervising. You can never
understand being a caddy unless you have taken at least one ""loop"". My
generation went to college and then into something that required a suit and
a tie; the following generation has done it even quicker. I know people who
are executive vice presidents of large corporations that employ hundreds of
thousands of workers. These senior officers have never been in the work
areas, just the offices.

<Unquote>


Als je feedback wilt om te verbeteren, raadpleeg ook je vijanden.
If you want feedback for improving, also consult your enemies.
QED Management bv
Rijksstraatweg 87
3222 KB HELLEVOETSLUIS
NEDERLAND
tel +31 (0) 181 325231
fax +31 (0) 181 320376
URL www.qed.nl





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