“Quality” meansPerformance standardCATEGORYMissionTRADITIONAL PARTICIPATION INVOLVEMENTORGANIZATIONALWHAT DO WE MEAN BY QUALITY?Conventional thinking Quality improvement“Quality” meansPerformance standardMeet customer requirements bySelect improvement opportunities byMeasurement of qualityWho is responsible for quality improvement?expensive, luxurious, top of the line“close enough” or “almost”finding and fixing mistakes,“fix it in the field”picking at random, fire-fightingopinions, guessing, “no news is good news”the quality departmentconformance to customer requirements – internal and externalmeeting customer requirements consistentlyknowing the requirements and preventing mistakes from happeninglooking for areas with the greatest paybackmeasuring our work against customer requirementsevery member of the organizationExamples of Cultural Changes RequiredCATEGORY PREVIOUS STATE NEW CULTUREMissionCustomer RequirementsSuppliersObjectivesImprovementProblem-SolvingJobs and PeopleManagement StyleRole of managerRewards and recognitionMeasurementMaximum return on investment/management by objectives (ROI/MBO)Incomplete or ambiguous understanding of customer requirementsUnidirectional relationshipOrientation to short-term objectives and actions with limited long-term perspectiveAcceptance of process variability and subsequent corrective action as the normUnstructured individualistic problem-solving and decision-makingFunctional, narrow scope management-controlledManagement style with uncertain objectives that instills fear of failurePlan, organize assign, control, canenforcePay by job. Few team incentivesOrientation toward data gathering for problem identificationEthical behavior and customer satisfaction. Climate for continuous improvement. ROI a performance measureUse of a systematic approach to seekout, understand, and satisfy both internal and external customer requirements.PartnershipDeliberate balance of long-term goals with successive short term objectivesUnderstanding and continually improving the process.Predominantly participative and interdisciplinary problem-solving and decision-making based on substantive data.Management and employee involvement; work teams; integrated functions.Open style with clear and consistent objectives, which encourages group-derived continuous improvementCommunicate, consult, delegate, coach, mentor, remove barriers, and establish trustIndividual and group recognition andrewards, negotiated criteria.Data used to understand and continuously improve processes.Stages of People InvolvementTRADITIONAL PARTICIPATION INVOLVEMENTORGANIZATIONAL STRUCTURETYPICAL IMPROVEMENTEFFORTSDECISIONPOWERGAINSHARINGMANAGEMENTFOCUSHIERARCHICAL HIERARCHICAL AND AD HOC TEAMSCUSTOMER-FOCUSED, AUTONOMOUS WORK TEAMSSUGGESTION PROGRAMWORK MEASUREMENTQUALITY CIRCLESAD HOC TEAMS WORK ON PROBLEMSTEAMS CONSISTENTLY ANALYZE AND IMPROVE PROCESSESTOP DOWN RECOMMEND CHANGES LIMITED TEAM-BASED DECISION-MAKINGMAKE PROCESS-RELATED DECISIONSINPUT INTO STRATEGIC DECISIONSAPPROVED SUGGESTIONSINDIVIDUAL WORK PERFORMANCESOME TEAM/UNITPARTICIPATION AND RECOGNITIONTEAM RECOGNITION e.g. GAINSHARINGSUPERVISING COACHING CREATING ENVIRONMENT FORTEAMWORKW. Edward Deming: A Universally Applicable Philosophy?Deming’s theories about quality management were accepted earlier and morewholeheartedly in Japan than in the United States. Why? Does Deming’s philosophyreflect some values and beliefs that are more acceptable to some cultures than others?The chart below lists Deming’s fourteen points and suggests values and beliefs that thesepoints may reflect in the middle column. The column on the right suggest opposingvalues and beliefs that may be held by some cultures.Deming’s Points Cultural Value or Belief Cultural Counterpoint1. Create constancy ofpurpose for improvement of product and service.2. Adopt the new philosophy.3. Cease dependence on mass inspection.4. End the practice of awarding business on price tag alone.5. Improve constantly and forever the system of production and service.6. Institute training.7. Institute leadership.One should constantly be thinking about the future. Our goal is constant progress.Change is a good thing.Hierarchy is bad. Too much structure stifles good work. If given freedom, people will do the right thing.Cooperation is the best way to do business. One should be close to one’s suppliers. Competition destroys trust.One should constantly be thinking about the future. Our goal is constant progress.Anyone can learn to be strong contributor. Everyone should have the opportunity for education.Workers want to work hard and achieve. Management needs to get out of their way so that workers can perform. If given freedom, people will do the rightthing.One should work to make the present moment as pleasant as possible. The future will take care of itself. (Or: Allah will take care for he future.) (Or: We should seek harmony with our past traditions.)Change is threatening. We should honor our traditions.Hierarchy is good. Rules make things work. Too much freedom leads to chaos.Competition is the best way to do business. One should keep one’s suppliers at arm’s length. Competition brings out the best in people.One should work to make the present moment as pleasant as possible. The future will take care of itself. (Or: Allah will take care for he future.) (Or: We should seek harmony with our past traditions.)Everyone has his place in the universe. It is wrong to educate people beyond that which is appropriate for their station in life.Workers are lazy and shiftless. management needs to impose strict controls to ensure that the job gets done. Too much freedom leads to chaos.Deming’s Points Cultural Value or Belief Cultural Counterpoint8. Drive out fear.9. Break down barriersbetween staff areas.10. Eliminate slogans, exhortations, and targets for the workforce.11. Eliminate numericalquotas.12. Remove barriers to pride of workmanship.13. Institute a vigorous program of education and retraining.14. Take action to accomplish the transformationPeople should have freedom to suggest new ideas and challengethe status quo. Competition among different ideas will ultimately leads to a better way of doing things.Teamwork is the best way to get things done. cooperation is the best way to get things done. Competition destroys trust.People naturally do the best theycan in the situations they find themselves in. Slogans won’t