by Oliver Yu
I was cleaning out my bookshelf and found this nifty little pocketbook.
Quality policies back then were not run-on paragraphs:
Dow Corning will provide products and services that meet the requirements of our customers. Each employee must be committed to the goal of doing it right the first time.
Page 4 contains Deming's 14 points for management; apparently, Deming didn't know that humans can remember in groupings of items in 3, 5, or 7:
- Create constancy of purpose toward improvement of product and service.
- Adopt the new philosophy. Acceptance of poor product and service is roadblock to productivity.
- Cease dependence on mass inspection. Replace by improved processes.
- End the practice of awarding business on basis of price tag alone.
- Find problems and fix them. Continually reduce waste and improve quality.
- Institute modern methods of on training on the job.
- Institute modern methods of supervision.
- Drive out fear.
- Break down barriers between departments and locations.
- Eliminate numerical goals, posters and slogans. Don't ask for new levels of productivity without providing new methods.
- Eliminate work standards and numerical quotas.
- Remove barriers that stand between the worker and his right to pride of worksmanship.
- Institute a vigorous program of education and training.
- Create a structure in top management that will push every day on the above 13 points.
Page 5 is an introduction to the seven tools described in the remaining 25 pages of this pocket book.