Words of Wisdom about Quality

If you believe it is natural to have defects, and that quality consists of finding defects and fixing them before they get to the customer, you are just waiting to go out of business.

To improve speed and quality, you must first measure it-and you must use a common measure. The common busi-ness-wide measures that drive our quality improvement are defects per unit
of work and cycle time per unit of work. These measures apply equally to design, production, marketing, service, support and administration.

Everyone is responsible for producing quality; therefore, everyone must be measured and accountable for quality. Measuring quality within an organization and pursuing an aggressive rate of improvement is the responsibility of operational management.

Customers want on-time delivery, a product that works immediately, no early life failures and a product that is reli-able over its lifetime. If the process makes defects, the customer cannot easily be saved from them by inspection and testing.

A robust design (one that is well within the capabilities of existing processes to produce it) is the key to increasing customer satisfaction and reducing cost. The way to a robust design is through concurrent engineering and integrated design processes.

If you wont to move your organization forward to the next level of performance focus on design. Studies show that as much as 80% of quality problems originate in design. Robust design - radical change in design and development of new products and processes - can catapult you to the next level of performance.

Because higher quality ultimately reduces costs, the highest quality producer is most able to be the lowest cost pro-ducer and, therefore, the most effective competitor in the marketplace.

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