Every organization yearns about the need to incorporate quality in all they do, yet despite their seemingly poised efforts they find attaining these quality goals quite difficult.
If you have ever made it a point of bother to ask why, the reasons are not far-fetched. While most organizations profess it, their actions towards achieving these goals can best be described as convenient. Yes! Its easy to start up a new quality campaign with a fancy name and beautiful spectrum of colours for background posters, but changing organizational behaviour meets with the greatest reluctance.
I stumbled this morning across some writings on Deming's philosophy and his emphasis on management 'genuine' responsibility. Subsequently, I occupied myself with thoughts of how in many organizations today, management simply are comfortable taking the view that prescribes 'employees responsibility' and 'managements direction'. A modification and a false approach hinged on laziness, a lack of understanding and desire to meet objectives with concrete inputs and participation.
Oh yes! We set the direction! We have included our quality objectives as a fundamental part of our vision statement! The statements are all visibly written in all corners of the establishment. We have even modified our company slogan. We have 'set the direction'. And that's it. Another failure in understanding.
Here is an invitation for managers to 1986. The party is Deming's and there are 14 menu items. Start eating with sincerity of purpose.https://www.deming.org/theman/theories/fourteenpoints