How can she put forth her best efforts when no matter how carefully she works, the item will still be defective? If no one cares, why should she? In contrast, when defects are rare or nonexistent or well explained, she understands that the management are accepting their proper responsibility, and she feels an obligation to put forth her best efforts: they are now effective.
I don’t want the 10 reasons why you can’t do it, I want the one way you’re going to do it. Anytime anybody suggests anything to anybody you got 10 reasons it can’t be done. I don’t want those I want the one way you’re gonna do it.
I read them. Not to grade them. No, I read them to see how I am doing. Where am I failing? What don’t they understand? Why do they give wrong answers? Why do they have some point of view that I don’t think is right? Where am I failing? Where do I need to build up.
I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this:
94% belongs to the system (responsibility of management)
If you change the rule for counting people, you come up with a new number.
Improvement of quality and productivity, to be successful in any company, must be a learning process, year by year, top management leading the whole company.
In my mind, if you run your company on visible figures alone, you will have neither company nor figures, given a little time. The most important figures are unknown and unknowable. That opinion comes from my good friend, Dr. Lloyd Nelson.
Information, no matter how complete and speedy, is not knowledge.
Inspection does not improve the quality, nor guarantee quality.
Inspection to improve quality is too late, ineffective, costly.