Quality Digest

Your problem could have many answers. I will give you one that may have some relevance for you or for others. Several years ago I used to sit in on staff meetings chaired by the plant manager where defects, part shortages and schedule slips, etc. were the topic of the day. These problems were documented on reports that we all received at these meetings. The reports even listed the responsible manager's name. But, the problem level stayed high despite these managers being fully aware of its devastating negative impact on quality, productivity and customer attitudes. These problem levels became the "norm," something we just had to learn to live with. An industrial engineer persuaded the plant manager to set-up a prominent sign near the front door of the office area. It listed the managers' names and the number of unresolved problems assigned to each one. There were howls of protest but the plant manager held his ground. The sign (scoreboard) stayed. The effect shocked even me. Problems that "had to be lived with" suddenly started going away. Managers who had kept the rest of their organization at arms length suddenly had reason to "team" with their people (at all levels) to get good results. Neither the managers nor the other people in their organizations wanted negative publicity. Better yet, the same managers who were always on the hot seat were now getting positive strokes for their improvements. The "scoreboard" turned out to be a good friend for everybody, especially the customers.