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the following are excerpted highlights
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from the 45-minute videotape Jan on
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quality leadership for details of the
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full length version please contact the
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copyright
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holder Jiran on quality leadership is a
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45-minute video message for upper
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managers IT addresses The crucial
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questions of quality management faced by
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senior managers everywhere from his vast
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experience Dr JM Jan brings a head-on
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and specific message with an
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international perspective and in the
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non-nonsense terms Business Leaders use
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his theme has a strong ring of reality
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let me start with the assumption that
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you want quality leadership that is a
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safe assumption so the real question is
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how do we go from here to there what
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must we do differently from what we have
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been doing I'm going to propose some
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answers on how to go from here to there
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these answers are derived from real life
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experiences numerous companies have
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already been impacted by severe
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competition and quality especially from
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abroad this competition relates to
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Quality in the sense of customer
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satisfaction and product
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salability other companies are severely
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impacted by quality problems in the form
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of product
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deficiencies failures which create
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customer
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dissatisfaction or which create high
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cost of poor
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quality many companies have tried to
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regain their quality leadership as to
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product
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salability they have also tried to bring
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down the cost of poor quality some of
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the companies have made good progress
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others have
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not we at Jan Institute have received a
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good deal of feedback from many of those
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impact with companies we've analyzed
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that feedback in order to identify the
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commonalities what were the actions
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which converged to produce good results
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what were the roads which led
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nowhere my message is really a summary
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from all that feedback a summary of the
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lessons
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learned the first of our lessons learned
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is that most of those failures to make
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significant and progress were due to a
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poor choice of strategy as a result the
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approach was doomed to failure no matter
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how well the execution was carried out
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let me explain the nature of that choice
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the upper managers of those impacted
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companies looked over the options which
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were available to them these and other
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options were urged on the managers by
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Advocates insiders as well as Outsiders
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the upper managers then made their
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choice from the these options within 2
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or 3 years many reported that the choice
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they had made did not pay off but why
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did so many companies choose strategies
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which failed the main reason is that the
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upper managers despite their competence
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as business managers lacked adequate
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working knowledge of how to manage for
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Quality liking this knowledge and
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pressed for Action now the managers made
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a choice which seemed reasonable in the
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dialect of the Marksman their choice was
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ready fire aim but they would not have
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made such a choice had they been
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adequately grounded in the subject
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matter that brings us to the next lesson
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learned to make a wise choice of
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strategy managers need adequate
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knowledge of how to manage for
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Quality the knowledge needed to manage
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for Quality turns out to be surprisingly
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simple it consists of just a few
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fundamental concepts once these
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fundamental concepts are grasped
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managers can much more confidently apply
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their prior experience and training to
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formulate a sound strategy for Quality
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leadership some of these Concepts can be
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derived by analogy by looking at the
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concepts which underly financial
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management financial management makes
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use of three well-known processes First
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Financial
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Planning this process sets out the
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business goals develops the actions and
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resources needed to meet the goals
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translates goals and action in the
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money and summarizes them into the
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financial
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budget second Financial
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control this process goes by such names
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as cost control expense control and so
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on third Financial
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improvements this process aims at doing
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better than the past it takes such forms
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as cost reduction purchase of new
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facilities to raise productivity and so
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on managing for Quality uses those same
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three
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processes when we apply these three
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processes to managing for Quality they
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become quality planning quality control
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quality
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improvement the three processes of this
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quality Trilogy interact with each other
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it all starts with quality planning the
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process of establishing quality goals
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and developing the means for Meeting
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those goals quality planning consists of
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a rather standardized series of steps as
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follows identify the customers both
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external and internal determine
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customers
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needs develop product features which
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respond to customer needs products
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include both goods and services
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establish goals for those product
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features develop a process to meet the
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product goals prove that the process can
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meet the product goals under operating
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conditions once planning is complete the
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process is turned over to the operating
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forces their job is quality control to
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run the process and meet the planned
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product goals let me demonstrate with
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the help of a visual
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model in this model the horizontal scale
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is time the vertical scale is quality in
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the negative sense of percent of product
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deficiencies or cost of poor quality
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what goes up is
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bad the quality planning process is at
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the left hand side of the model at Time
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Zero operations get
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underway it soon becomes evident that
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product deficiencies abound in this
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example the products produced are
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deficient in various ways resulting in a
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total of 20%
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deficiency why are the products
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deficient most usually the deficiencies
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are traceable to the Quality planning
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process that planning process for
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whatever reasons has resulted in that
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high level of product deficiencies in
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effect it was planned that
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way under conventional organization
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structures the operating forces do not
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have the
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responsibility and or the
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resources needed to replan the processes
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to get rid of the
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deficiencies however they do have the
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responsibility for quality control and
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that is what they
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do in simple language the job of the
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operating forces is to maintain whatever
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quality level has been planned into the
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process their job also includes putting
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out fires such as that sporadic Spike on
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the model here product deficiency Soares
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to over
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40% the operating forces take steps to
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bring the quality level back to around
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20%
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the third process in the trilogy is
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quality
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improvement in this model the result of
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improvement is to reduce The Chronic
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level of deficiencies from the original
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20% down to a much lower level in this
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case about
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3% let me note here that without
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exception the companies which have made
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great progress toward quality leadership
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have done so by carrying out a great
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many quality improvements
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these improvements take place project by
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project and are carried out by a
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universal improvement process as follows
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identify specific projects for
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improvement organize project teams with
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the responsibility to discover the
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causes of the deficiencies and develop
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remedies prove that the remedies are
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effective under operating conditions
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deal with cultural resistance to
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remedial
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change and provide for control to hold
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the
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gains quality improvement is applicable
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to all Industries functions and
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processes we note that once the planning
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is complete there's no clear
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responsibility for
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improvement the operating forces take
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over but their job is quality control
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not quality
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improvement how then have some companies
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managed to make so many quality
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improvements the resounding feedback is
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that they did it by establishing a new
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organization structure and new
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managerial processes specially designed
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to make extensive provements in
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quality it is Perfectly Natural for
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Opera managers to look for ways to
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delegate the quality Revolution to
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subordinates after all ability to
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delegate is one of of the essential
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skills of a
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manager upper managers in a great many
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companies have tried to apply this
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traditional delegation concept to
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launching a quality
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Revolution generally these managers
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realized that they were dealing with
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something out of the ordinary something
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unprecedented hence they resorted to
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extraordinary ways to transmit an
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unmistakable signal they employed
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well-designed spectacles slogans and
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Banners to impress indelibly on their
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subordinates that quality was now to be
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the top priority goal generally these
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exhortations did raise the visibility of
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the quality problem however any
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resulting Improvement in quality
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generally fell far short of the upper
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manager's hopes the reasons for these
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shortfalls are clear and they should be
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understood by upper
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managers the exhortations try to secure
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action from middle managers who are
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ready have full-time and clear
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responsibility to control to meet an
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array of formal legitimate goals budgets
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schedules specifications quotas
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resources have been provided to meet
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those goals performance is evaluated and
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the Merit rating system rewards
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performance against goals as viewed by
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middle managers the exhortation approach
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is vague in all respects goals respons
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responsibility resources
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evaluation the prior control
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responsibility remains in effect as does
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the Merit rating system so the middle
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managers keep on doing what they've been
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doing the vagueness inherent in the
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exhortation approach cannot possibly
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compete in priorities with a structured
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legitimate system of goals
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responsibilities resources evaluation
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and Merit rating in my experience these
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same shortfalls have cost many companies
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two or three years of delay with
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Associated internal divisiveness here
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and there the upper managers have lost
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credibility they were perceived not as
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Leaders but as
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cheerleaders in managing for Quality as
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in managing for finance there are
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certain essential activities which
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should not be delegated by upper
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managers serve on the quality
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improvement Council approve the broad
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quality goals allocate the needed
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resources review progress give
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recognition serve on some project teams
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a realistic look at those tasks and the
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purposes behind them leads to the
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conclusion these tasks should not be
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delegated too much is at stake being
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essential and not being delegable these
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tasks should be performed by the upper
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managers personally such are the
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realities our feedbacks have made clear
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that the most influential factor in
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successful quality revolutions has been
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the active participation of upper
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management in fact to our knowledge
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every successful quality revolution has
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included the active participation of
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upper management we know of no
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exceptions it all adds up to a complex
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Revolution and the complexity explains
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why so many efforts have failed however
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there have been enough successes to
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prove that success is achievable and to
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show how to go from here to there so
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good
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luck and in the words of a dedicated
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revolutionary long live the
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revolution you have been watching
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highlights of Jiran on quality
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leadership the fulllength 45-minute
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version contains greater detail on the
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Jan Trilogy and what steps managers need
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to take to put the trilogy into practice
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janon quality leadership comes with a
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comprehensive synopsis booklet and a set
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of visual aid
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Masters the fulllength version is
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intended to be viewed in senior level
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staff meetings where quality leadership
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is a major agenda topic a discussion
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period should immediately follow the
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viewing Jiran Institute provides a wide
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range of educational products and
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services devoted to the concepts of
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managing for Quality quality of goods
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Services
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processes these products and services
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are oriented to management not to
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technology or statistics the emphasis is
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on the manager's approach first identify
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the problems then mobilize the company's
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resources and skills to deal with the
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problems finally choose and apply
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whatever tools and techniques are
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appropriate to solve them
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problems our offerings are centered
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around the Jan Trilogy of quality
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processes quality planning quality
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control quality
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improvement all of our offerings provide
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a practical step-by-step approach to
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managing quality participants are given
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specific tools techniques and methods
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for attaining and maintaining quality
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leadership Jan institute's goal is to
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provide you with practical Common Sense
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solutions to the continuing challenge of
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remaining competitive in quality great
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strides are being made in quality we are
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proud of Duran institute's contribution
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to this progress and we dedicate
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ourselves to continuing to earn your
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support in the future
