6. 3 Paradigms on Quality (What’s wrong with them?): Quality is conformance to specification – rule, guidelines, etc. Quality is what the person in authority checks. Quality is satisfying the client or customer.
7. IMPLICATIONS: Quality is static. Deters any further improvement and innovation.
17. 3. Perfect a perfect product or service is one done right the first time
18. Perfect … a quality organization aims to produce only perfect products or services, eliminate the passable category and reclassify incorrectly produced items as rejects
19. Perfect … a policy is necessary to expose problems and solve them, so that the organization can reach quality excellence in the real sense - 100%
20. Constraints: To err is human. There is always the next time.
21. Doing the right things right the first time requires- 1. tremendous self-discipline 2. not giving yourself a second chance to redo whatever you intend to do 3. perfection and the belief that the objective can be achieved
24. Impact of kaizen drives the organization and the individual to constantly develop new and better products or services or way of doing things
25. CHALLENGE: A quality organization has a constant stream of new products, services and ideas to replace its current line which may have been copied or rendered obsolete by the clientele or state of technology.
26. Kaizen separates - excellent organizations and individuals from mediocre and self-contained product competitors and service providers.
27. KAIZEN marketing motto: If a product or service sells, it’s time to change it for a better one. (Why fix if it ain’t broke?) If it works, it’s obsolete.
28. If something right is done right, there must be a way of doing it - -better … -maybe safer … -maybe cheaper … -maybe simpler.
29. Kaizen aim: To be always ahead of others and stay there always.
30. Kaizen challenge to the quality organization and individuals To constantly develop newer and better products and ways of doing things (services).
40. Total management of the organization is shared among the total work force which is thus considered during virtually all aspects of planning.
41. Kaizen as specific strategy for control It is a program to integrate an organization’s activities so that the pursuit of its objectives can be plotted and monitored at all levels and at all times.
42. Where does Kaizen lead to? In Kaizen, what is important is not the destination, for there is none but the direction is- forward uphill
43. In Kaizen, it is a race that has a starting line but no finish line…
44. R. F. Kennedy: Others see things as they are and ask, why? I dream of things that never were and ask, why not?
45. Kaizen in Practical Ways:The 5-S 1. Sorting out (seiri) 2. Systematic arrangement 3. Spic and span (seiso) 4. Standardizing (Seiketsu) 5. Self-discipline (Shitsuke)
