Free for the Asking
Why did TQM Fail?
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Employees take their cues from mgmt. more
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Executive & middle mgmt. oversights more
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Didn't integrate quality into organizational structure more
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Why do major change initiatives fail?
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Part 1: The eight major reasons for failure.
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Part 2: Consequences of these errors?
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Confessions of a shot messenger
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Fill out the form below for a free copy
of the preface and a chapter summary
of Davis's new book:
Data Sanity - A Quantum Leap to Unprecedented Results |
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'Transforming' organizations the way Beethoven's craftsmanship
& passion transformed the symphony…
- Confused by the alphabet soup of quality fads over the last 20 years:
Quality Assurance (QA), Total Quality Management (TQM), Continuous
Quality Improvement (CQI), Quality Function Deployment (QFD), Statistical
Process Control (SPC) coupled with Baldrige criteria, Reengineering,
Balanced scorecards, and, currently, Six Sigma… and LEAN Six
Sigma… and TOYOTA Lean Six Sigma?
- Have you been frustrated by cultural cynicism to these efforts and
lack of promised results?
- Have you invested countless dollars in training and failed to see
even a modest return on that investment?
- Did you underestimate the time it would take for your work culture
to accept major change initiatives?-Or did you not even consider it
because the changes seemed so "logical?"
- And how many times did initial benefits from changes eventually
vanish?
Now that you've done the "simple, obvious... and wrong," are you
ready for a no-nonsense, realistic, practical approach that for the past
15 years:
- Has already consistently utilized the best aspects of recent quality
fads before they became fads - and integrated them into an overall
quality framework,
- Is cognizant of adult learning principles,
- Understands the natural, inevitable organizational psychology of
resistance to change,
- Integrates into the fabric of everyday work without adding cumbersome
quality bureaucracy and "special" projects that seem to drag on endlessly
while distracting from the "real" work,
- Depersonalizes organizational issues to create healthy conversations
that identify and respect the needs of the business?
Then click here to see what I can offer you: Davis's
services...
"Culture eats strategic plans for lunch."
Welcome to Harmony Consulting - a blending of the "left-brain" and
"right-brain" aspects of quality!
Regardless whether one's job is manufacturing, administration, healthcare,
service industries, education - a quantum leap in thinking is made when
you finally realize: There is no difference in the process used to improve
them!
All Improvement Requires:
- Customer orientation
- Continuous Improvement
- Elimination of waste
- Prevention, not detection
- Reduction of variation
- Statistical thinking/use of data
- Adherence to best known methods
- Respect for people and their knowledge
- Use of best available tools
| From complaint to commitment... |
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From blame to creativity... |
| From persona to authentic self..." |
"It's not about 'costs!' It's about addressing 'confusion,'
'conflict,' 'complexity,' and 'chaos'."
- Do you ever waste time waiting, when you should not have
to?
- Do you ever redo your work because something failed the
first time?
- Do the procedures you use waste steps, duplicate efforts,
or frustrate you through their unpredictability?
- Is information that you need ever lost?
- Does communication ever fail?
Why?
...Because it's processes, not people!
"Only about 15 percent of [problems] can be traced to someone who
didn't care or wasn't conscientious enough. But the last person to touch
the process, pass the product, or deliver the service may have been
burned out by ceaseless [problem-solving]; overwhelmed with the volume
of work or problems; turned off by a "snoopervising" manager; out of
touch with who his or her team's customers are and what they value;
unrewarded and unrecognized for efforts to improve things; poorly trained;
given shoddy material, tools, or information to work with; not given
feedback on when and how products or services went wrong; measured (and
rewarded or punished) by management for results conflicting with his
or her immediate customer's needs; unsure of how to resolve issues and
jointly fix a process with other functions; trying to protect himself
or herself or the team from searches for the guilty; unaware of where
to go for help. All this lies within the system, processes, structure,
or practices of the organization..."
[Jim Clemmer, Firing On All Cylinders]
For more information on a unique, yet practical approach to transform
your organization click here.
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