Hughes, Patrick R. (1987, ASQC) Gulf States Utilities Company, St. Francisville, LA
Management and Administration have traditionally and historically opposed any but the most mundane of "standards" being applied to their work. Executive work is, theoretically, above such restrictions. This paper will discuss the problems that this line of thinking generates and will provide guidance and examples as to how to control these seemingly uncontrollable activities. It will provide workable techniques for adding structure to the "grey" areas of Management standards between rigid "assembly line" thinking and the overly broad and simplistic usage of the "profit margin" as a Control Standard. The author relies on 26-years experience in the U.S. Army, the Heavy Construction Industry, and in Nuclear Quality Assurance.The greatest benefit to be accured from this paper is that these "grey" areas of Non-Quality Control are a common problem only to those who have not been exposed to the techniques of dealing with them in a methodical manner. Such techniques are common practices in many industries and all Quality Control personnel should be aware of them.Once a few examples have been absorbed and understood, the concept can be easily applied to almost all practices in all industries. This paper assumes all readers are experienced QA/QC personnel who are comfortably beyond the basis of auditing, inspecting, and testing and can relate to the complexities, demands upon, and flexibility required of upper level management.