By Pat Townsend, Joan Gebhardt

ISBN-10: 0873896602

ISBN-13: 9780873896603

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"This booklet describes a realistic set of steps that guarantee that a firm of any variety to have interaction everybody on its payroll in its whole continuous development attempt. The authors' purpose is to re-energize the "Quality Revolution" within the usa by way of giving corporations a practical alternative for tapping into the expertise already on their payrolls. The ebook offers not just logical idea but additionally a real-life, full-scale good fortune tale as a model."--BOOK JACKET.Title precis box supplied by way of Blackwell North the USA, Inc. All Rights Reserved. Read more...

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"This publication describes a realistic set of steps that ensure that a company of any style to interact each person on its payroll in its whole continuous development attempt. The authors' goal is to re-energize the "Quality Revolution" within the usa by means of giving organisations a pragmatic choice for tapping into the expertise already on their payrolls. The booklet provides not just logical idea but additionally a real-life, full-scale luck tale as a model."--BOOK JACKET.Title precis box supplied through Blackwell North the USA, Inc. All Rights Reserved

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The 90 people who used to take care of the production of 70,200 units per year now handle 71,760. This is only academically interesting if the incoming workload is the same. But if the workload increased by 6 units per day, the size of the department could remain unchanged at 90. It is possible (and reasonable) to generalize about the impact of a series of timesaving ideas on a workplace and test those assumptions in an organization. A more specific example: In 2000, the associates of the UICI Insurance Center Agent Licensing Department immediately grasped the opportunity that CQP gave them to control their own work procedures.

At the time, the CQO welcomed the statement as an encouraging vote of confidence. When this same gentleman, Phil Myhra, was named the new president/CEO of the Insurance Center a month later, his commitment became a foundation stone for the eventual success of the process. Myhra introduced the mantra, “Mission, Quality, and Culture. Mission is what we do. Quality is how we do it. qxd 6/1/05 5:02 PM Page 25 Active Commitment at the Top 25 direction in which the company was heading, it was deceptively simple—deceptive because it sounded so obvious and so easy.

The trick is to not let it take shape by chance. It is possible to guide, measure, enforce, and encourage a corporate culture to grow in a specific direction, although the change in culture will ultimately take place at its own pace. Influencing the change can be done by consistently insisting on specific behavior, by providing the training and environment that make the behavior possible, and by setting the example. ” The culture in a company with a well-defined emphasis on quality is different from one where that emphasis is absent; the simple fact that a quality effort begins with a determination to involve every employee destines it to have a major impact on how folks work with each other.

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Quality Makes Money by Pat Townsend, Joan Gebhardt


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