2 8 th European Quality Conference Luxembourg Prof. Dr. Y. Emery Public Management and Human Resource Unit Swiss Graduate School of Public Administration,

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8th European Quality ConferenceLuxembourg

Prof. Dr. Y. EmeryPublic Management and Human Resource UnitSwiss Graduate School of Public Administration, IDHEAPUniversity of Lausannewww.unil.ch/idheap

The Wisdom of Quality Management Pioneers Revisited

Key Messages for the 21st Century

2 October 2015

Prof. YE / 8th European Quality Conference, 2015

Why QM «wisdom»? QM has become highly technical and is frequently

associated with every kind of label and certification; the very origins of QM has been forgotten

Amazing amount of organizations, publications, specialized journals, norms and quality frameworks, consultants and prizes: but what is quality?

QM tends to be perceived as deshumanized and is frequently criticized by professionals who feel not recognised: is there a way to reconcile Managers, QM specialists and professionals?

Wisdom is about the underlying philosophy and values of QM, the very heart of it

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Quality Management Pioneers(J.-M. Gogue (1997))

Walter A. Shewhart (1891-1967)

W. Edwards Deming (1900-1993)

Joseph M. Juran (1904-2008)

Kaoru Ishikawa (1915-1989)

Armand V. Feigenbaum (1922-2014)

Philip B. Crosby (1926-2001)

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Some ever-green wisdom…

the same word quality, pronounced and spelled identically, has more than one meaning (Juran, 1989)

Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs (Deming,1982)

The customer is the most important part of the production line (Deming, 1982)

try to eliminate the possibility of error, or “foolproof” the process, that is, redesign the process so it is not possible to make the error (Juran, 1989)

People will only tell you the troubles that others cause for them. The will not reveal what they make happen themselves (Crosby, 1979)

Failure is a seed of success (Ishikawa, 1985)

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Drinks, Rolls,

Buns

QM wisdom…


Presentation template

Original quotation(wisdom)

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Suggested implications / actionsSuggestion 1Suggestion 2Suggestion 3

Revised wisdom(for the 21st century)


Wisdom 1 (J.M. Juran, 1989)

Everyone is “for” quality. No one is “against” quality. No one – not managers, supervisors, specialists, the work force, the union. No one.

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Everyone is «against» quality, if quality is defined by «others» (managers, QM specialists, even

clients or customers…)

Within the legal framework, co-define quality between professionals and end-users

Quality should be operationalised (standards, requirements to be evaluated): avoid vague definitions of quality, or «excellence» as broad target of any QM programme

Make a clear distinction between «content quality» and «quality of service»


Wisdom 2 (P. Crosby, 1979)

Quality is free. It’s not a gift, but it’s free. What costs money are the unquality things – all the actions that

involve not doing jobs right the first time

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Quality has a cost, which depends on political choices… the unquality things still cost

The analytical cost of any product or service includes the unquality things

The main purpose of process improvement is to decrease the cost of defects (somebody makes them and get paid for making them)

The main purpose of process redesign is to decrease the cost of the products / services itself


Wisdom 3 (E.W.Deming, 1982)

Think of the chaos that would come if everybody did his best, not knowing what to do

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Think of the chaos that would come if everybody did his best, knowing (only) what to do

Job descriptions are useful but not sufficient to foster cooperation Commitment-enhancing practices like strategic information

sharing, participatory-control practices and developmental feedbacks, are essential in 21st century’s organisations

Individual evaluations and rewards should be complemented by collective (team, process, project) management systems


Wisdom 4 (J.M. Juran,1989)

The major obstacle to arriving at the optimum has been the urge to suboptimize […] it is fostered by the prevailing systems of departmental goals […]

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The major obstable is related to organisational egoïsm and the reign of possessivness. Interagency and interdepartemental cooperation is mandatory

to master the complexity of today’s public demands

Public policy and programme design should be modeled by the problems and demands of society

Organisational structure/chart replaced by process charts Find common purposes and objectives to foster cooperation


Wisdom 5 (E.W. Deming, 1982)

Work standards, rates, incentive pay […] are manifestations of inability to understand and provide appropriate

supervision […] the work of management is to replace work standards by knowledgeable and intelligent leadership

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The work of management is to combine work standards with intelligent leadership, instrumental

and transformational

Instrumental leadership is about the ability to communication a «line-of-sight», to translate strategic aims into concrete implementation steps

Transformational leadership (unlike transactional leadership) is about inspiring and helping employees to do their best, unveiling their talents

Work standards/objectives have to be considered as feedback about the ongoing process of improvement



It isn’t what you find; it’s what you do about what you find.

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It isn’t what you do about what you find, it’s about steering, about evaluation,

about learning. Measurement (of any indicators) does not improve anything Avoid producing data and indicators which are only useful for

historians Any steering system without objectives (strategic, operative) is

new (management) bureaucracy



Why spend all this time finding, fixing, and fighting when you could have prevented the

problem in the first place?

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Prevention is the sense of extended citizens’ participation and co-design with users, it’s key to

the creation of public value

Short term implementation of legal/political objectives & precipitation, should be avoided

Co-design methodologies, test-in-use and similar practices to be introduced

The citizens as innovation consultants…


Wisdom 8 (E.W. Deming, 1982)

The world is drowning in information but is slow in acquisition of knowledge. There is no

substitute for knowledge

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Knowledge acquisition is still a slow process. There is no substitute for knowledge sharing

and transfert

Don’t confuse data with information, and with knowledge Knowledge capturing, creating and sharing, are key to survival From benchmarking to benchlearning: sharing knowledge across

boundaries (internal as well as external)


Wisdom 9 (K. Ishikawa, 1985)

Management based on humanity is a system of management that lets the unlimited potential of

human beings blossom

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Management based on trust and support is a system of management that lets the talents of

every employee blossom

Resource based view as key input towards strategic HRM Define a talent management policy adressing all employees Long term investment in cultural change, putting emphasis on

transformational leadership


Wisdom 10 (W. E. Deming, 1982)

Learning is not compulsory… neither is survival

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Learning is compulsory… survival is no longer guaranteed

(for public sector organisations) Survive through added-value, not through statute Continuous learning for EACH employee, regardless of his or her job Innovation processes: co-design with employees as well as with

stakeholders


Last Wisdom (P. Crosby, 1979)

Quality has much in common with sex. Everyone is for it. Everyone feels they

understand it. Everyone thinks execution is only a matter of following natural inclinations.

And of course, most people feel that all problems in these areas are caused by other

people (if only they would take time to do things right)

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Unchanged…!? To be discussed during the break…


Conclusion (G. Flaubert)

The absurdity of concluding… Yes, stupidity is wanting to conclude. Who is the strong spirit who concluded, starting with Homer? Let’s we be content with the picture, thus, good.

(L’ineptie consiste à vouloir conclure. […] Oui, la bêtise consiste à vouloir conclure. […] Quel est l’esprit un peu fort qui ait conclu, à commencer par Homère ? Contentons-nous du tableau, c’est ainsi, bon)

Letter from the 4 of september 1850 to Louis Bouilhet. In Correspondance (1973), Gustave Flaubert, éd. Gallimard, coll. Bibliothèque de la Pléiade, 1980, t. I, p. 679-680

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Bibliography

CROSBY, B. C., 1979, Quality is free. The Art of Making Quality Certain, McGraw-Hill, New York.

DEMING, E. W., 1986, Out of the Crisis, Cambridge University Press, Cambridge.

FEIGENBAUM, A., 1983, Total Quality Control, Mc Graw Hill, New York.

ISHIKAWA, K., 1985, What Is Total Quality Control? The Japanese Way, Prentice Hall, Englewood Cliffs, N.J.

JURAN, J. M., 1989, Juran on Leadership for Quality. An executive Handbook, Macmillan, New York.

SHEWHART, W. A., 1989, Les fondements de la maîtrise de la qualité, Economica, Paris

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2 8 th European Quality Conference Luxembourg Prof. Dr. Y. Emery Public Management and Human Resource Unit Swiss Graduate School of Public Administration,

Documents

content quality

quality frameworks

word quality

quality of serviceprof

quality management pioneersj

vague definitions of

qm wisdom

qm specialists