Masonry Magazine November 2001 Page. 10
It's a new administrative procedure, a way to cut cleaning costs, a more efficient scheduling system or a customer service idea, any and all suggestions are welcome in this type of organization. More important, they're reviewed by both management and employees and, whenever practical, implemented with enthusiasm.
■ The customer is always number one. The customer is always the object of the total quality program. Everything that happens in the workplace is
"Total quality" can mean higher production standards and decreases in production defects.
WHOEVER THINKS ALL CRANK-UP SCAFFOLDS ARE THE SAME DOESN'T KNOW JAX.
MASON-JAX
Adjustable Masonry Scaffolding
Our Unique System Features:
+ Widest Base in the Industry
+ 7' High Steel Tower Frames
+ Integrated Guard Rail Toeboard System
+ Low Maintenance
+ Weather Protection System
+ Easy Set Up
+ Cuts Labor Costs
+Two Speed Winch
+ Traveling Braces
+ Rack Storage System
Conventional Frame Scaffolds, System Scaffolds, and European-style Scaffolds and Accessories Also Available.
bil-jax
A Member of the plettoc Group
800-537-0540
10 MASONRY NOVEMBER, 2001
a step above
www.biljax.com
ultimately geared toward creating customer satisfaction. In a quality-driven organization, the customer is always invited and encouraged to offer feedback about product and service performance. And the quality-driven organization is always on the lookout for the customer who experiences dissatisfaction; special hotlines and complaint systems galvanize the firm toward prompt action whenever a customer problem presents itself.
■When problems develop, quick action results. The origin of the problem doesn't matter. The nature of the problem doesn't matter. When a deficiency is noted internally or by a customer - but especially by a customer- it gets fixed fast.
■People receive feedback. Managers, employees and customers who take the time to suggest quality improvements or bring problems to the forefront receive prompt, complete feedback in the quality-driven organization. The results: satisfaction and a willingness to pursue the quest toward quality even further.
The customer ultimately decides whether standards are met. The quality-driven organization is constantly on the lookout for customer feedback. Customers are typically sampled, surveyed and solicited for their views on performance.
■Long-term planning emphasizes quality improvements. Most business organizations are engaging in some form of long-range planning today. Organizations geared toward quality improvement orient their planning efforts toward one key result: the relentless pursuit of increasingly higher quality standards in every area of operation.
However obvious many of these principles may sound, they are the object of elaborate, depth-filled training and control programs in organizations striving for total quality. These programs make tremendous economic sense. For the relentless pursuit of quality can lead to performance standards and standards of customer loyalty that few ever thought possible.