Blurred Vision

Abstract:A disconnect among cost, quality, and business objectives appears to have become more common in recent years. It seems the push to improve the bottom line has resulted in a deep divide between quality and improvement. In today’s world of quality, many approaches have been developed and many books written on the subject. Perhaps too much information about quality is heaped upon future business leaders in a haphazard fashion. Established ideas are being taught, but many of these ideas are like myths. Recognizing myths and countering them with an active dialog is one way to clear confusion about quality. Eight quality myths, the reality, and whether there are solutions in these areas are considered. A sidebar article looks past quality to the misfortunes one company experienced after disbanding its quality assurance …

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Verygood artivle discussing the basics , which need not be forgotten.
Discussed the scenarios in manufacturing world openly and also suggested the solutions which is most important.
--Raghuram P, 07-31-2008

Good basic information to start a management dialog
--ed hackard, 07-23-2008

So true!
--Rick Martin, 07-17-2008

Excellent article! The "8 myths" is something we ought to re-read every day because we often hear them couched in our day-to-day business activities.

Often, I see examples of another myth: making each individual better performers will automatically make the results better. Deming and others showed this to be wrong so many times, but these lessons are largely forgotten. I think it's up to us as quality professionals to teach others and speak up when we see examples of people trying to revive old management theories that are ineffective or counterproductive. There should not be any controversy to it, what's right is right!

Another big concern is that there are now organizations which supposedly support quality, and yet instead, they support these old management theories. Apparently, these people were not exposed to quality education as noted in myth 8. This type of activity is sure to give quality a bad name because we now have, at many companies, a host of people who claim to be quality practitioners but know little to nothing about it. They might learn a little about six sigma or ISO 9001 and then be dubbed a "quality professional". What a sad state of affairs. I hope we can finally come up with some way to address myth 8 because if we don't, the quality profession might be driven out by a huge wave of incompetency.

--Mike Harkins, 07-03-2008

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