Replying to LO24363 --
This is one of the issues which drives my mental model. Eugene says (in
reply to Richard):
> >Of what value is shipping-on-time if the items shipped are
> of inferior
> >quality? Why do we need to fragment quantity and quality?
> It is not possible to separate quality and quantity, but management
> persists in trying to think about them. This is what Deming
> was trying to
> say when he told us it was necessary to appreciate the system
> . And what
> Senge re-emphasized the point when he told us not to think
> linearly but to
> think is cause and effect by connect all parts of the system.
> He gave us a
> great new tool in the causal circle methods.
> Until managers start asking why is it so hard to meet the
> dates they will
> never see that quality is the necessary precedent to shipping
> on time.
Indeed. Deming wrote about 'quality, productivity, and competitive
position'. This was part of the first title of the book later published
as "Out of the Crisis". A major point is that quality, delivery, and cost
are sytemically interrelated and cannot be viewed as separate entities.
It takes all three to satisfy a customer. This becomes even more obvious
when we view 'lean' or 'agile' enterprise models and map the systems.
The less variation there is in a system, the greater the throughput. That
is, is we are not forced to chase after inventory, adjust or repair
equipment, or argue with people, we will see a more efficient and
effective system. This comes from teaching not only quality tools, but
systems and psychology as well.
John F. Zavacki
"John Zavacki" <firstname.lastname@example.org>
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