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Continuous Quality Improvement
Versus
Top Management
 

I am amazed at how many people have great ideas for continuous quality improvement that are not seeing the light of day because they have not been accepted by management.
 

This situation exacts a high cost. It lowers morale, lowers employees regard for management, causes problems to continue and thwarts improvements that would profoundly benefit their organization.
 

We quality professionals can do a lot to turn off executives inadvertently and hurt our chances of selling good ideas.


 

 

But, tell me, have you ever done any of these things or seen others do them:

 

-Demonstrate a lack of business and financial skills. The higher the position, the greater the necessity for global business and financial skills.
 

-Focus too much on techniques. Many quality professionals get so excited about the execution of the methods, they focus on that when speaking to senior managers.
 

-Focus narrowly instead of broadly. If you focus exclusively on improvement ideas that directly concern your department, your perceived value bandwidth will remain quite narrow.
 

-Feel discomfort around senior managers. Sometimes people are just not comfortable around senior managers, for whatever reason.
 

-Be excessively conservative. In the quality profession, we quite appropriately take great care to check, verify and assure every aspect of our own work.
 

Many quality professionals use kanbans, kaizen, poke yoke and other quality improvement tools when talking with top management. You need to understand the theory. The CEO isn't interested in learning Japanese.


I'm interested in hearing your thoughts, your stories, your problems and real life solutions to implementing continuous quality improvement.
 

The CEO isn’t interested in learning Japanese !!

Do you have same experience ;Tell Us !!

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What Other Visitors Have Said

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Management think they don't need to change, after all why change when they have got away without all that expense for training and inspections for the …


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From my experience, usually bosses don't want to go through a long analytical report to see the core problem and to see what kind of action had been taken …


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The CEO is normally busy and he advises us to proceed and implement and at the same time he refrains from calling the process head and asks him to implement. …


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Exactly same from my heart.Top management always be financial trouble route cause is finanace problems i all organisation. I am from japanees culuture …


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This is a very important topic. Top management really always the body that hinders quality. Managers are usually cost-consious. As we are here in higher …


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All are talking about continuous Improvement ,quality improvement but any moment you find where the problem, why it is coming at which stage we committed …


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Yes. "You need to understand the theory. The CEO isn't interested in learning Japanese". This is right and I learned from these. Because I always hear …

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