Heavy Mettle Victory

Abstract:The primary author has retired from 23 years of service with a large industrial company. The company’s process management slowly and unsystematically improved over the course of his employment. At one plant, improvement began with responding to customer feedback and making a heavy investment in training, statistical experiments, improvement teams and pilot projects. After six years, the plant began taking employee feedback, which led to improved measurement procedures for critical systems and handoff meetings between employees clocking out and those clocking in. Seven more years in, the plant began treating employees as strategic resources, nurturing their careers and working to keep them at the plant for decades. At the same time, statistical analyses were developed that followed the whole production sequence and examined the interactions between processes. After two decades of quality improvement, the plant began reducing the barriers between top management and production, eliminating …

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Mr. Ludford: We have a common acquaintance, Bob Scanlon of ASQ section 509. I am presently the section secretary. I have recently agreed to teach for the section on an as-needed basis. Joe Conklin
--Joseph Conklin, 01-25-2012


Sounds very similar to my experience in computer manufacturing.
--Duane Briggs, 01-09-2012


A great story - the American version of Hoshin Kanri. (Mr. Conklin - are you in the Wash DC Section and do we know each other?)
--Joseph Ludford, 01-09-2012


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