Ethics and quality have a common goal of doing the right things right. Ethics is defined as principles or standards that govern individual and organizational behavior. The Deming philosophy focuses on continuous improvement, defect prevention, understanding process inspection, long-term supplier relationships, and allocating resources for training. It emphasizes removing barriers between groups, driving out fear through open communication, and empowering employees and teams. The goal is to establish an organizational culture committed to never-ending process improvement.
Ethics and quality have a common goal of doing the right things right. Ethics is defined as principles or standards that govern individual and organizational behavior. The Deming philosophy focuses on continuous improvement, defect prevention, understanding process inspection, long-term supplier relationships, and allocating resources for training. It emphasizes removing barriers between groups, driving out fear through open communication, and empowering employees and teams. The goal is to establish an organizational culture committed to never-ending process improvement.
Ethics and quality have a common goal of doing the right things right. Ethics is defined as principles or standards that govern individual and organizational behavior. The Deming philosophy focuses on continuous improvement, defect prevention, understanding process inspection, long-term supplier relationships, and allocating resources for training. It emphasizes removing barriers between groups, driving out fear through open communication, and empowering employees and teams. The goal is to establish an organizational culture committed to never-ending process improvement.
Ethics and quality have a common goal of doing the right things right. Ethics is defined as principles or standards that govern individual and organizational behavior. The Deming philosophy focuses on continuous improvement, defect prevention, understanding process inspection, long-term supplier relationships, and allocating resources for training. It emphasizes removing barriers between groups, driving out fear through open communication, and empowering employees and teams. The goal is to establish an organizational culture committed to never-ending process improvement.
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ETHICS
Ethics is not a precept (means commandment) nor it is something mutually
exclusive from quality. Quality and Ethics have a common care premise, which is do right things right. "Ethics is a body of principles or standards of human conduct that govern the behavior of individuals and organizations"
1. The Deming philosophy:
Create and publish the aims and purposes of the organization. Management must demonstrate strong and constant commitment to this statement. The aims and purposes of organization must include the interest of investors, customers, suppliers, employees, and the community and quality philosophy Long term goals must be set by the organization and resources must be allocated accordingly (for Research, training and continuing education etc) Innovation must be promoted to ensure that the product or service does not become obsolete.
2. Learn the new philosophy:
Organization must seek never-ending improvement and refuse to accept nonconformance. Organization must concentrate on defect prevention rather than defect detection. By improving the process, the quality and productivity will improve.
3. Understand the purpose of inspection:
The purpose of inspection is to improve the process and reduce its cost. Mass inspection is costly and unreliable, where appropriate; it should be replaced by never-ending improvement using statistical techniques.
ETHICS
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4. Stop awarding business based on price alone:
The organization must stop awarding business based on the low bid, because price has no meaning without quality. The goal is to have single suppliers for each item to develop a long term r/s of loyalty and trust, thereby providing improved products and services. Purchasing agents must be trained in SPC and require it from suppliers. Material quality must be followed throughout the entire life cycle and customer expectation be evaluated through feedback.
5. Improve constantly and forever the system:
Management must take more responsibility for problems by actively finding and correcting problems so that productivity and quality are continuously and permanently improved and costs are reduced. Focus must be on preventing problems before they occur. Variation is expected, but there must be continual striving for its reduction using control charts. Responsibilities are assigned to teams to remove the cause of problems and continually improve the process.
6. Institute training: Each employee must be oriented to the organization's philosophy of commitment to never-ending improvements. Management must allocate resources to train their employees to perform their jobs in the best possible manner. Everyone should be trained in statistical methods and these methods should be used to monitor the need for further training.
7. Teach and institute leadership:
Improving supervision is management's responsibility. Instead of focusing on negatives, fault-finding atmosphere, supervisors should create a positive, supportive one where pride in workmanship can flourish. All communication must be clear from top management to bottom management. ETHICS
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8. Drive out fear, create trust and create a climate for
innovation: Management must encourage open, effective communication and teamwork. Fear is caused by a general feeling of being powerless. Fear is also caused by: Lack of job security. Possible physical harm. Performance appraisals. Ignorance of organization's goals. Poor supervision. Not knowing the job. When people are treated with dignity, fear can be eliminated and people will work for the general welfare of the organization and this climate will provide ideas for improvement.
9. Optimize the efforts of teams, groups and staff areas:
Barriers exist internally among levels of management, among departments, within departments, and among shifts. Externally they exist between the organization and its customers and suppliers. These barriers exist because of: Poor communication. Ignorance of the organization mission. Competition. Personal grudges or jealousies. To break down the barriers, management needs to resort for a long-term perspective. All the different areas must work together. Altogether need to be changed. Communication channels opened. Project teams organized. Training in teamwork implemented. Multifunctional teams.etc ETHICS
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11. Eliminate exhortations for the workforce:
Exhortations that ask for increased productivity without providing specific improvement methods can handicap an organization. Workers cannot produce anything if the system limits them from doing it.
11(a). Eliminate numerical quotes for the workforce:
Quotes and work standards focus on quantity rather than quality. They encourage poor workmanship in order to meet their quotes.
11(b). Eliminate management by objective:
Instead of MBO, management must learn the capabilities of the processes and how to improve them.
12. Remove barriers that rob people of pride of
workmanship:
ETHICS
Loss of pride in workmanship exists because of:
1. Workers do not know how to relate to the organization's mission. 2. They are being blamed for systems problems. 3. Poor designs lead to the production of junk. 4. Inadequate training is provided. 5. Punitive (meaning: inflicting punishment) supervision exists. 6. Inadequate or ineffective equipment is provided for performing the required work. Restoring pride will require a long-term commitment by management. Management must give employees: Operational job descriptions. Provide the proper tools and materials. Stress the workers understanding of their role in the total process. Page 4
13.Encourage education and self-improvement for everyone:
What an organization needs are people who are continuously improving
with education. A long-term commitment to continuously train and educate people must be made by management. On-going education and training must be according to organization requirements and changing environment.
14.Take action to accomplish transformation:
Management has to accept the primary responsibility for the never- ending improvement of the process. It has to create a corporate culture and a corporate structure to implement the philosophy Management must be committed, involved and accessible if the organization is to succeed in implementing the new philosophy.
QUALITY COUNCIL: In order to build quality into the culture, a quality council is establishing to provide overall direction. It is the driver for TQM engine. It comprises of CEO, senior managers of functional areas (such as design, marketing, finance, production quality) and a co-coordinator /consultant. If there is a union consideration should be given to having a representative on the council.
