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- From: shanks@saifr00.cfsat.honeywell.com (Mark Shanks)
- Subject: Re: How does TQM set priorities? (was: When do we inspect [long ago])
- Message-ID: <1992Dec29.144738.8171@saifr00.cfsat.honeywell.com>
- Keywords: Process
- Organization: Honeywell Air Transport Systems Division
- References: <1992Dec23.162649.16555@saifr00.cfsat.honeywell.com> <1992Dec25.081608.20676@mole-end.matawan.nj.us> <BzzB0s.MI@NeoSoft.com>
- Date: Tue, 29 Dec 92 14:47:38 GMT
- Lines: 35
-
- In article <BzzB0s.MI@NeoSoft.com> claird@NeoSoft.com (Cameron Laird) writes:
-
- >This is one of the foggy areas of Total Quality Management
- >and Continuous Process Improvement
-
- AAACCKKKKKK!!!! Those words! Brrrr!!! How about "The Five Keys to
- Self-Renewal"? Or "Zero Defects"? (Image here of me brandishing a
- cross against the forces of darkness.)
-
- >for me; at what level
- >are decisions made? Maybe "[t]he proper procedure" you
- >describe is itself too parochial; maybe there should be an
- >organization-wide initiative to address all kinds of lighting
- >questions.
-
- Now I seriously hope you are in jest. This is PRECISELY the
- cause of paralysis by process. Let's form a committee to study
- the problem... Hell, all the guy wants is (the equivalent of)
- more light on his work area. Why not "empower" this poor soul
- and let him figure out how that should be done. Meanwhile,
- everyone else continues working, instead of going to the
- newly-formed "Lighting Improvement Committee" meetings. If
- this person comes up with an approach that is beneficial to
- everyone, give him a bonus and implement it.
-
- >When a Total Quality Manager starts off on Monday morning, and
- >finds two initiatives he wants to pursue, on which one does he or
- >she start first?
-
- Preferably one that, as the Hippocratic oath advises, "does no harm."
- But if you are going to force a "Total Quality" manager on us, that
- would be hoping for too much. :-\
-
- Mark Shanks
- shanks@saifr00.cfsat.honeywell.com
-