On 16 Mar 99, at 10:29, Jack Ring wrote:
> To: Jorge Cuadros, Quality Engineer, Industrial Brawns S.A., Peru
> Talk about viruses!
Hmmm- Jack- sometimes - virus is a "them" assignation as in:
I am a leader, you are an influencer, he/she is a manipulator, we
are crusaders- they are a virus and must be entirely eradicated.......
We all use the same life dynamics for survival and replication-to
varying extents and with varying degrees of success-- pattern
recognition, response, assimilation and "camoflauge"
You have to be very careful not to blithely enforce white and black
hats- or you have undue impacts on the environment.
> With due respect to Ann Marie, do not let the ideas of Business Process
> Improvement, and especially CMM, penetrate either your factory or your own
> thinking or you will slowly reduced to pursuing false goals while your
> customers all die of apathy.
The devil is in the implementation of ideas. One of the benefits I
have derived in particular from this forum is attaching terminology to
my precepts and understanding what I am propagating and
disseminating from a more universalized construct. Don't chase
people away from ideas, let them get a closer look.
For instance- CMM- just because you don't have all competencies
completed at one level, does not mean you cannot begin work or
even complete competencies at the next level- it just means that if
you don't have all your competencies at a certain minimum
requirement- you cannot be assessed as having fully met the
requirements of that level. You certainly can assess yourselves at
individual competencies.
http://www.ncal.verio.com/~aharmony/Mindsteps/cmm.html
On the other hand I found nothing to complain about in the balance
of your "prescription"
I truly wonder that the "closely held" aspect of Jorge's request was
so readily overlooked or dismissed by so many individuals here- and
there was little effort made to determine the underlying motivating
factors of the decision to go "quality" without a complete and clear
understanding of the factors, terminology, processes, etc.
It seems few on the list considered that the decision of a single
individual could have substantial impact on the best laid plans o'
mice and men, now or somewhere's down the road.
Who sought to assess the "educational level" (I'm not talking
credentials- I'm talking creating a working definition of "the problem"
, accumulating appropriate datasets, and adequately understanding
what resources are available to resolve it) of that significant point of
leverage- a family kind of guy who is used to holding the reins of his
organization?
> It is essential that youall start by building a reasonably mutual
> agreement regarding what Change Intitiatives your company must accomplish.
> This means that youall must build a list of the Top Ten Gaps between 1)
> your anticipated market and 2) what your company must Do, Be and Know.
> Then take a week or two to read, discuss and adopt a common mental model
> or concept for how you are going to bridge the gaps. For the reading give
> every key player a copy of Quality is Free and a copy of The One Minute
> Manager.
>
> Then figure out what the owners are going to Start saying and the line
> managers are going to Start doing to pursue the least challenging entry on
> the Top Ten Gaps.
>
> Meanwhile, do not leap into any bureaucratic programs nor unproven
> palliatives.
>
> By separate mail I am forwarding a case study regarding the renovation of
> the product development process of a family owned, leading manufacturer
> of automobile aftermarket parts in U.S.
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