|Originally posted by Old Lar:|
The Fiero was built trying to follow Deming theories, but shortcuts were done skipping over some of the Deming plan.
And there it is.
I went through the nightmare of Deming approach, Six Sigma and ISO 9000. In every case top management took a pick and choose approach rather than actually committing to full acceptance as if they knew better than the experts. For the employees it was more along the lines of "never try to teach a pig to fly, you're bound to fail and just annoy the pig".
If you don't have full buy in and a commitment to corporate culture change by the top management then all you end up with is a new set of posters plastered on the walls and a bunch of employees laughing behind your back.
Sort of reminds me of a time when I almost got fired.
Back in the early 80's one of the hot deals was the Zenger-Miller management seminar series. We had mandatory weekly sessions for line supervisors and managers that droned on for about 3 months. It all boiled down to the following - Focus on the problem, not the person.
At the last meeting they asked us for input as to how we thought the seminar would affect our performance. Everyone HAD to answer. The top brass was at this round table because they wanted to make sure they had gotten their money's worth.
When it got around to me I asked why did the seminar only include line management when most of the problems in the company stemmed from the inability of top management to conform to the very ideals put forth by Zenger-Miller. And then I detailed the problem areas so they knew I'd been paying attention. Awkward but fun for a non-conformist.
Didn't do much for my career there but 6 months later I was offered a job by another non-conformist that launched me into top management.