Masonry Magazine November 2001 Page. 8
TOTAL
QUALITY
Making
It Real
Walk into any office, shop or plant in the 1990's and you'll hear people talk about the importance of "quality." In fact, quality improvement programs are fast becoming a staple of American industry, as executives and managers strive to become more competitive in a harsh economy.
"Total quality" can mean higher production standards and decreases in production defects. It can mean more efficient budget administration. It can mean faster response to customer questions. It can mean greater courtesy to visitors.
However you choose to define total quality, and however you choose to apply that definition to your own business needs, remember that all quality programs are characterized by business practices that stress cooperation and perfection. Let's examine fifteen of these practices:
Quality is a #1 priority. The CEO makes quality a top priority in organizations that emphasize this philosophy. And he or she makes the philosophy known in a simple and direct philosophy statement. No elaborate policies or procedures, just a simple statement, often but a sentence or two.
Quality emphasizes internal review. Quality on an assembly line is likely ensured by a strong output review program. Quality in a customer service program might be ensured by conversation audits and coaching. All "output" of the organization is carefully reviewed at all levels of the organization. No one in a quality-driven enterprise wants errors or problems to be uncovered by customers.
Quality standards are measurable. Because they are measurable, they are easy to understand and observe. And standards in total quality programs emphasize zero errors and zero defects.
Outcome is more important than process. Everyone within the organization is responsible for the pursuit and achievement of quality. Everyone is accountable for identifying obstacles to quality bureaucratic procedures, faulty equipment, vendor delays and taking action against those obstacles.