Jones, Louis N. (1988, ASQC) Quality Technics, Olean, NY
Change is the key process that quality professionals must learn to face, understand, adapt and overcome in the coming decade. Only a few years ago, those involved in quality had only to understand and deal with testing, inspections, and measurement of specific chemical and physical variables, but today they must also deal with impact of people on quality. This change means an alteration of the organizational and individual culture. To properly implement programs such as Total Quality Control, Quality Circles, Zero Defects, etc. it requires extensive planning and expenditure of time and resources. It requires combining the theory of change agents such as Toffler, Naisbitt and Peters with hands-on practical quality techniques that can be understood and practiced at all levels from the board room to the shop floor.
The "critical quality point" is the point where theory must be converted into practice and programs and concepts implemented. We have an abundance of approaches, but often seem to lack sufficient "know how" to introduce, measure and monitor the process. It is imperative that we ascertain what will and should happen at "the critical quality point". An actual case study is presented as an example of how one organization prepared itself for the implementation of a company-wide quality management system by combining theory, practice and people involvement. The process was not conducted in a calm, cold laboratory atmosphere, but in a workplace filled with short tempers, frayed nerves and crucial deadlines. It is in this type work environment that real organizational change occurs.
Human resources (HR),Implementation,Case study