Quality Magazine
  Home
  Subscribe
  Subscribe to eNewsletter
  Subscription Customer Service
  Online
  Industry Headlines
  eXtras
  Blogs
  Quality Product Spotlights
  White Papers on the Web
  Quality Downloads
  Webinars
  Quality Showcases
  e-Inserts Plus
  Online Store
  More Product Info
  Archive
  Q-Tube
  Q-Cast Podcasts
  Quality Showrooms
  Current Issue
  Coming Events
  Features
  Departments
  Columns
  Brain Teasers
  Products
  Quality Quick Clicks
  Special Sections
  NDT
  Vision & Sensors
  Aerospace
  How To Guide
  Global Editions
  China Editions
  Quality Guides
  Quality Buyers Guide
  Software Selector
  Registrars Guide
  Services Guide
  Quality Services
  Job Marketplace
  Industry Links
  Classifieds
  Career Center
  Q-Pons
  Events
  2010 Quality Conferences
  Quality Expo South 2010
  IMTS 2010
  Meetings and Shows
  Industry Webinars
  Quality Awards
  2010 Quality Plant of the Year
  2010 Quality Professional of the Year
  Quality Leadership 100
  Quality Info
Search in: EditorialProductsCompanies
Manufacturing Excellence: Employee Revolution in the 21st Century
by Praveen Gupta
June 30, 2009

ARTICLE TOOLS
EmailEmailPrintPrintReprintsReprintsshareShare

To succeed it takes everything—hard work, knowledge and a love for being the best.


We cannot wait for managers to fix things for us. We should not wish for a better CEO to lead us to the magic land. We cannot expect our president to give us a vision and bail us out from the economic mess. It is time for us to wake up, see how deep a hole we are in, try to climb out and see the light at the end of the tunnel.

Many of us are unemployed and believe it is not our fault. Many of us have been suffocated at work for unknown reasons. Workers have been blamed for poor quality and for job losses. For example, labor costs—union or nonunion—have been highlighted as a reason for the automotive industry’s demise. These thoughts are all wrong.

Who is responsible for our destiny? We are. What can we—everyone at all levels—do to help ourselves? In my assessment of quality management systems at dozens of companies, I find compliance in operations at about 70%, support functions about 40% and management less than 10%.

People in operations do well. Given poor designs and questionable leadership, we must take ownership of our own destiny. We cannot be at the mercy of leadership that manages numbers and has no clue how to lead.

What is the responsibility of today’s CEO? Everyone tells me that the CEO is responsible for increasing shareholder value. I don’t know many that do it well. There is a simple test. If a CEO, in his attempt to increase the shareholder value, sees employees as cost, adversary and dispensable, then only cost is reduced, and customers start deserting the company due to poor service as a result. This spiral continues until someone breaks it.

A good CEO values employees, fights for them and succeeds in increasing the business with employee help. The good news is that people can become the most important asset again, but we will have to retool ourselves. How can we demonstrate our value to the leadership?

We, the people in operations, are creating value but are considered to be cost. At the same time, we must accept that the rest of the world has caught up with the United States and is doing even better than us. The rest of the world has learned, gained experience and can innovate just like people in America, but with more precision and determination to succeed. America has been the benchmark for them. We have been their envy. The rest of the world wants to beat the champion.

Just like an athlete, we must commit to train ourselves hard, practice every day and improve our performance. We must go to the Internet and educate ourselves about what is going on in the rest of the world. Don’t simply watch American TV channels, read American newspapers or visit American Web sites. Instead, review newspapers and magazines of other countries (most have English versions), learn about other cultures for diverse ideas and read international business magazines. Even more, learn about new technologies, methods, companies and employment trends.

Become a true global citizen. It does not cost a lot of money. It does, however, require an investment of time. Once we know who are we competing with, we can reset our benchmarks to be the best again.

There is no other society in the world that is better equipped to compete than us. But, we must learn as much as we can without worrying about learning too much. Then, commit to beating the competition by self-improvement and excelling in everything we do.

To create new opportunities, allocate half an hour a day to think. It sounds easy, but it is the hardest thing to do. Then, practice doing things almost perfectly. Don’t let anyone let you “just do it.” Instead, prepare to do better than the best in the world. Remind yourself to get ready, aim and fire, or do the homework, set the target and act. Stop shooting in the dark.

We must be cautious using words that describe our performance as “acceptable,” “okay” and “good enough.” These are measures of poor performance in today’s global economy. Instead we must train our minds to achieve “perfection,” be “right on the money,” “great” and the “best.”

What does it take to achieve it? A revolution to change ourselves. To succeed, it takes everything. It takes hard work, requires knowledge to excel and a love for being the best.


Praveen Gupta
praveen@accelper.com
Praveen Gupta, president of Accelper Consulting (Schaumburg, IL), helps corporations in achieving excellence and profitable growth. He has published books including Six Sigma Business Scorecard and Business Innovation in the 21st Century. He can be reached at praveen@accelper.com.

|PrintEmail

Did you enjoy this article? Click here to subscribe to the magazine.



















Most Emailed Articles

  1. Quality Management: Quality Leadership 100
  2. Understanding ISO 13485
  3. Quality Management: Quality Leadership 100
  4. Understanding ISO 13485
  5. Quality 101: Improving Quality Through Lean Concepts
  6. Case Studies: GM’s Garage of Dreams Captured in 3-D
  7. The Portable Leeb Test Turns 35
  8. Face of Quality: Link Strategic Planning to Quality Improvement
  9. Quality Innovations: Force Gage Fits the Bill
  10. 2010 Plant of the Year Award: Quality Starts on the Floor
Top Searches
  1. Calibration
  2. Quality Management Systems
  3. Quality 101
  4. control plans
  5. lean manufacturing
  6. GD&T
  7. Tracking Software
  8. plant of the year
  9. First Articles
  10. carl zeiss
Most Popular Articles
  1. Quality 101: Surface Finish Measurement Basics 09/01/2004
  2. Understanding ISO 13485 01/02/2008
  3. Feds May Seek More Authority on Vehicle Safety 03/16/2010
  4. Quality Management: Quality Leadership 100 01/29/2010
  5. Quality 101: Improving Quality Through Lean Concepts 11/21/2007
  6. Quality 101: An Introduction to Gage R&R 12/01/2005
  7. Second Boeing 747-8 Freighter Completes First Flight 03/16/2010
  8. Scanners Advance Portable Data Acquisition 12/21/2009
  9. Too Many Copies 02/26/2010
  10. Case Study: Design in Cost Reduction 02/25/2010
© 2010 BNP Media. All rights reserved. | Privacy Policy
Your Feedback