🚀 go-pugleaf

Based on the discussion Mr. Pheeney generated, I was reminded of an
approach I came up with to help harness the wayward tendencies of
teams in medium to large firms.  Mr. Pheeney is right to be concerned
that implementing TQM and/or teams in a quality-hostile environment is
probably a doomed effort, but this method can put the senior managers
in the position of either standing up for process improvement teams
or... go back to their caves.  The basis for this includes a
presumption that there needs to be some nominal establishment of a
formal quality assurance program, like ISO9001 or 9002.

The construct implied in MIL-STD-1520C of Quality Improvement Projects
(QIPs) was the seminal spark for this idea.  First, you have an
executive-level group (the erstwhile Corrective Action Board?) that
reviews the health of the business (from a quality and nonconformance
perspective) and charters a QIP team to "go after that problem or
opportunity to improve."  Thus, the teams have top-level awareness and
sponsorship that mid-level management is inclined to "salute."

Then, as internal audits, factory floor and incoming inspection
rejects, test failures, customer complaints, et cetera, are evaluated
for the need to initiate corrective/preventive action, those found
"worthy" are elevated to the Board.  Either the "new" problem is
assigned to a team already working with the culpable process owner, or
a new team must be chartered.

The idea is simple: don't just rush out and train everybody and turn
them loose (some call it empowerment, I call it setting them adrift
sans paddle). Define clear teams and tasks, as justified by virtue of
the seriousness (cost and customer impact) of the problem.

I had a busy little flowchart with a lot more detail to the process,
but I trust you get the idea.  In a company of 15,000 heads, launching
a TQM or teams initiative without this kind of structure is like
pumping an aphrodesiac into the water coolers.  It may sound like fun
when proposed, but the consequences, well...

Hope this helps,

Gregg Jacobsen <grewjac@ix.netcom.com>
Quality Management Consultant
www.netcom.com/~grewjac/consult.html
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