Thursday, March 25, 2010

What Does It Mean To Set Jumpers On A Thermostat

The method of the 5 S

Monday, March 8, 2010

What Matter Can U Write On The Wedding Card

Comments obstacles to the implementation of quality

Gil Gregorio García

1. strategic planning.
strategic planning processes, is a ritual that most of the time does not change any business. The question of rigor we do is "what if anything did not present one, the company would survive?" The answer is often yes. The strategic planning process, with very few exceptions do not seek the transformation of enterprises, are rather a "spiritual retreat" that last as long is the process. Goals with 10% over the past years, and the usual complaints about how bad which is the government. It's about to observe some "visions" that hang in the reception of the companies. What is the challenge posed. All will be leaders.

2. Oversight of planning and long processing term
We saw the Structural Adjustment Programme, 1, 2 and 3, economic structure, unless the software industry, remains exactly the same, the Tax credit certificates or "Cats" did not help, or industrial restructuring. Is the transformation of management that is needed and in many cases our leaders at any of the aspects in which they are, be they politicians, businessmen or members, if the latter also have the responsibility of developing our countries. When one watches the news on matters of economy, industry, etc. always see the same, with repeated arguments, the problems are not resolved.

3. The supposition that solving problems, automation, mechanical and electronic developments and new machinery will transform industry:
However speaking of unemployment, and many newspaper ads companies are currently hiring. There are areas where employees live rotating between the different businesses in the area, including a case heard, that when you change a person, his friends accompany him. It's so unattractive to stay on the job, there is so little encouragement. Indeed, many view their partners as "paid enemies," wasting the potential together to achieve the transformation that companies need. Often, we hear almost pleading, "you know, if you know of something for me, let me know." All are willing to change companies. Do not listen to suggestions, not involving them in solving problems.

4. in search of jobs (job mobility):
"Although the problem of all companies are the processes, the real problem is how to manage these processes, "Hammer wrote in " Beyond Reengineering " . Companies are not concentrated in their processes, but to talk about technical differences, that has nothing to do with the problem. should be given greater emphasis process management and properly manage the interactions that we proposed ISO 9000, understand the systems approach , deep knowledge of processes, that is what makes companies different problems are similar, which are different are the managers. Dr. Deming ISO anticipated in decades.

5. Our problems are different:
When returning to school, almost close to the elderly, there is an account that the proliferation of universities in nothing has helped improve the productivity of enterprises, the total loss of national reality, where most are immersed. Many of them teach history administration under different names, or repeated the master what you learned in high school and graduation. statistics rests on the theoretical and quantitative methods become the problem rather than a tool that enables decision making. At a university generally given more importance to the work of references for the presentation of a thesis that the depth of the dissertation itself. If nothing is done to change it, higher education, we have professional titles of "master" administering taxis and bars.

6. obsolete instruction in universities:
quality, they say, is achieved at the end of the production line, and the product is good or bad if it says quality. Maintaining the concept of "Taylorist" of, some think, others do, others revised. The measurement variability is absent, no graphics utility and poorly constructed. Remains the classical concept of quality control, and is absent statistical process control (SPC), quality in design , analysis of failure mode and effects of processes and products (FMEA) is not used deployment of Quality Function (QFD). If they come out good products is more by luck, than anything else.

7. Unit of the departments of quality control:
No process can give more than that for which it was designed but who designed this process?. If you know it, know the person responsible for the problems generated.
The operator moves into what allows the process, but can only keep within the normal causes of variation, which have been established by the design process, and therefore is outside responsibility. But who studies how to differentiate the normal causes of variation within the process, of which are alien to it and that Deming called special?

8. Upload workers blame for the problems:
Lack of knowledge that quality is designed, not inspected, lack of techniques such as QFD (Function Deployment Quality) The FMEA (Failure Mode Analysis and Effects), DOE (Design of Experiments), and statistical techniques for data analysis, probability, etc. (Statistical Process Control-SPC)

9. Quality inspection:
administrative techniques are like the "flavor of the month." Processes are initiated based on the last workshop, the "best seller" of the month or the consultant's latest shift. Solutions implemented where there is no problem, others are discarded for the latest information. "We are not in Total Quality, we are now ISO." All those false starts, discourage the worker, increase process variability, simply because we understand the concept of evil that "the only constant is change" . The worker does not understand what it is constantly changing programs, consultants, new approaches, new projects become part of the daily dynamics, all looking overcome one after another in order to please the new manager or the new director of the company, the priority depends on the importance of the post superior.

10. false starts:
Few companies in the computer have installed the scenario analysis data sheets Excel, for discuss a single issue. They use computers as machines silly and inconsequential to accumulate data on which no decisions are made, as the "ability and smell" management continues to prevail. Very few of them have seen an adequate Scorecard with cause-effect relationships in different perspectives. We also apply the 5 "S" computers.


11. The computer Stripping (no real use):
A process may be within specifications but out of control. The variability of the process shows that it does not fluctuate beyond the permissible variation. Otherwise, the breach with the specification, although the process is in control, in what can that process. This process was established more than reward or punishment is not able to meet the specification, although some products will eventually go "good."

12. meet specifications (without checking if the process is capable):
products launch into the street for which no tests have been made corresponding products are designed without considering the ability of the processes that give them life, stakeholders are not taken into account. Design and production are distant.
All is not lost, ISO 9000, 2000 agrees to comply with certain requirements for the design of products that goes beyond what is done today, even for companies were certified under ISO 9002, but can not justify the exclusion from this requirement.

13. inadequate testing the prototypes:

14. Any person seeking help must know everything about our business.
If that were true, those inside the company have already settled the problem because they best know the business. Solve the problems within the paradigms the same industry, slows the agony.
The problem is process, process management, to manage based on analysis of data, to include staff at all levels is training, is of profound knowledge, and leadership.
Dr. William Deming, Edward Deming is known as, which is a mistake because "Edwards" is the surname of his mother. He died at age 94, a year earlier was still seminars, concerned that the West had not understood.
CDN 2010

Easiest State To Be An Engineer

seen by Deming Deming and 7 deadly diseases of management, feedback control

Gil Gregorio García

addition to the 14 principles known Dr. Deming told us a number of disease management and some obstacles to the growth of companies or organizations:

1 .- Lack of constancy of purpose:
Management constantly changing direction: today is the ISO 9000, Reengineering hours before Total Quality. He spends a few other methodologies, thus sending mixed signals staff. projects are abandoned, by agreeing with the "latest fashions, but do not notice the constancy of purpose to continually improve processes and products themselves, not note the commitment. In a company that was engaged in the process of Total Quality, we asked the manager, that was how we with implementation, the response was: "worst impossible, if you are who you ask us that." In fact today the same ISO requires that from the quality policy is established from the continuous improvement stressing the importance of the involvement of the Address, finally had to be made compulsory in order to understand its importance.
2 .- Emphasis on short-term profits:
is difficult for an address, which happens every day of the month to review the numbers, trying to guess by what of the losses realized, achieving transformation is so concerned about today, which is difficult to see tomorrow and less after tomorrow. We remember a sad experience when a manager wanted to buy a raw material of dubious origin but at a very low cost. The earnings for the period depended on that purchase, and utilities renewing its contract . In these businesses, the company does not change, you change the manager. But what happens when the manager is the owner?. In such cases, companies are sold, merge, and disappear.
3 .- Performance Evaluation, classification based on merit:
The custom of passing the blame on the lower level of the poor performance, was enthroned makes performance evaluation in order to identify the culprit. It has forgotten what Ishikawa said that 85% of problems are the responsibility of management. Use assessments to spare a few euros to the increase in compensation of employees, is not well seen, when despite all his efforts can not achieve the results, what happens when management is disconnected from the processes. We have found that some companies have made excellent strategic tool Balanced Score Card in a poor tool for assessing performance, it is not wanting to see where is the harm. Some effort is being made to change the approach to the famous "360 ° assessment although we recommend the last chapter Mary Walton," How to dispense with performance assessments Deming method.
4 .- Mobility Management:
The excessive emphasis on short-term profits and manage based on visible figures, makes the manager is moving constantly from one to other company. Boat is better to change while there is profit, no one hires someone who has worked in a company that closed, you'd better check out. Others seek a better position in a new company. Managers who knew two or three years ago are gone, come new leaders with new ideas, abandoning the constancy of purpose to improve the products and services.
5 .- Running a company based solely on visible figures:
What Dr. Deming told us, more than 30 years ago today we are repeating Prahalad Kaplan and many others, visible figures shows financial accounting does not reflect the value of a company. Not accounted for customer loyalty, high product quality, market share, knowledge of employees, management capacity, which is now known as intangible assets . When a manager manages only with visible figures, soon runs out of numbers, or company to manage.
6 .- excessive medical costs:
When companies began to note that the new powers of the social security employees were absent with the excuse of going to insurance, they changed the concept to company doctor, to prevent them from leaving the facility. In recruitment advertisements staff presented this as a victory. The absence and disability are shown in more than a possible negligence of the worker, is that there are companies where work is a nuisance, since it values \u200b\u200bthe human value (so-called resource). The worker must support "touch" of care by poorly designed processes, for lack of leadership, lack of motivation, lack of planning, lack of vision of its leaders, and lack of capacity to make the company the best place to work. Dr. Deming said that this was only for U.S. industry but also a reality in our English and Latin American companies.
7 .- Excessive costs of warranty:
There are complaints audible and inaudible, the first likely to become claims that must be addressed and many of them to enforce the security promised. But much more dangerous if customers do not complain, but stop buying and tells his acquaintances causing a multiplier effect. Some argue, "This is the best thing we can do, period, take it or leave it" and with this as we endure the flood of foreign products and compete in international markets , we are even willing to sign treaties free trade. Competitiveness is not in laws, infrastructure, industrial restructuring, reciprocity, funding, but the quality of products and services offered. If we understood the concept of "chain reaction" another legacy of Dr. Deming, everything would be very different.

CDN 2010