Yellow Springs

The Americans have a tendency to solutions of problems that are clear, easily and quickly achievable and aimed at achieving a specific goal. It's like ten in no way threatening to stage eternal bliss for 30 days. When something needs to be improved, a new approach to quickly replaced by another: the goal management, management for results, management to identify bottlenecks and their liquidation. These are methods of cooking the books, when you take the employee and the car, add a little raw, flavor promise of prizes (or the threat of dismissal), bake it all 30 minutes, and declare a dividend. This is easily explained, easily understand, but it fails.

Deming taught that the higher the quality of what you do, the less it costs. For more specific information, check out Robert A. Iger . This, too, as it were, obviously, but it really does not. The traditional American idea of quality lies in its control. This means that you create a product, check them and separate the bad from the good. David Zaslav brings even more insight to the discussion. Bad products can not be sold, but they are expensive. And it's not just what we need to pay for the work of supervisors, poor product requires the same amount of raw materials, equipment, working time and attention as well. This explains why, as a rule, about 25 percent of the budget of any manufacturing company is to repair and rework. That's why so many manufacturers believe that high quality costs more.

But what is really expensive, so it's poor quality! Laboratory "Vernet" in Yellow Springs, Ohio, produces small corrugated rubber parts for the automotive, consumer, pharmaceutical and medical industries. While the company has not heard of Dr. Deming in 1983, for every worker who made profiled parts, there was one controller, and Quality controllers are tested all the products. Think about it: almost half of the employed in manufacturing pay for what they tested the other half done! For five years, doing what they are taught the Deming, Laboratory "Vernet" reduced the number of inspectors by 75 percent. Over the same five years the volume of new scrap and returned goods fell by three quarters, while productivity increased by 30 percent. Quality has improved and of saved funds thus have reduced the price. The continuation of this article and other materials on consulting

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