Zen and Industrial Management Part Deux

Now let's switch gears a moment, and leave Zen ideas and deal with other aspects of these mostly ineffective Quality programs. CEO support is critical, and certainly follow through is vital for program success. But I have made an observation about these efforts to get people to develop habits that improve their life, or work, or the quality of a product. The approach that these "systems" take are too complicated. For example, teaching statistical concepts to apply to processes frequently misses the point where a simpler tool will do. Dr. W. Edwards Deming applied statistical methods in Japan to great success. In the 1950's. In the 80's a major aerospace manufacturer made SPC (Statistical Process Control) a contractual requirement. Set up a whole department to administer it. So, the company I worked for dutifully signed contracts with this requirement from them. And even though there were very few appropriate places for it to be applied (read that: NONE) we attempted to find applications for SPC. And like all other "Quality driven" programs, it too went by the wayside, when it became too expensive and didn't provide adequate benefit.

Let's try something a bit simpler to improve quality. Again, not original, but a simple effective tool overlooked, probably because it isn't jazzy enough. Pareto Analysis. Collect data about something, like customer calls. Categorize these by their nature, such a "poor instruction manual", "awkward on/off switch",etc. On a monthly basis review the data. The category that has the highest incident spawns a team of appropriate individuals to fix the problem. Fix the problem. Do the Pareto analysis again. Fix the highest problem area. Repeat ad infinitum. Eureka! Continuous improvement. Apply it to many business areas. Multi-departmental continuous improvement!

This method was advocated by Joseph M. Juran, in the 1950's in Japan as a part of his focus on managing quality. Note the decade again. And note where it was applied. And, oh, by the way? I don't think he held a black belt (see any article on "Six Sigma" for an explanation).

Zen and Industrial Management

I worked in industry for 40 years. I started on a shipping dock moving onto big trucks equipment and supplies for the lineman and installers of Pacific Telephone. The trucks took the materials to the field. The dock sat next to the Western Electric facility in San Leandro, CA. From there, I served an apprenticeship (starting a life-long love of alliteration and vocational education), back to college, management training and on to various positions ending with a brief (three month) stint as COO of a firm emerged from bankruptcy and headed to take over by some investors who bought its note from the bank.

During that time I participated in a multitude of "quality" programs. Quality Circles, Total Quality Management (TQM), "Lean" training, Statistical Process Control (SPC), certification to ISO-9000 (a quality management system). I never had the privilege of participating in Six-Sigma Programs with their green and black belts. I never applied for the Malcolm Baldrige Quality Award. One CEO for whom I worked, suggested we read Good to Great by Jim Collins.

All these "tools" had the same purpose; to create a sustained program of improvement in quality. And whether they realized it or not, this was measured by customer satisfaction. Some efforts realized this. For example, after 13 years, the standards committee for ISO9000 formally put this concept into the standard.

Most of these efforts did not work. They were not sustained because they were not supported by the resources to keep them effective (even though most could have real positive return on the investment). Most died from lack of CEO support, if any, and the view they were simply bureaucratic exercises. Some, like ISO9000, result in certification, but typically this is driven by contractual requirements, not for the fundamental reason they exist: to promote and improve quality.

I contend the CEO and Quality gurus would be more effective in improving quality if they started programs of teaching Zen concepts.

For now let's explore one Zen aspect. I do not claim to be an expert, but in two books I am reading a concept becomes clear: Live in the moment. If we are to teach people doing work at our businesses to be in the moment, pay attention to what they are doing, do it the best they can, make this moment count, then wouldn't quality go up? Since spending time on work is required of us, then shouldn't we spend it doing the best we can, nothing less? In Zen Guitar, Philip Toshio Sudo says about beginning to play guitar, "Here is where you start: Play one note on one string and pour in every ounce of your heart and soul. Then repeat."

We should indeed pour our heart and soul into our work. In the moment. Otherwise, are we not just wasting our lives sitting at that desk?

More on this next time.

An introduction

Robert Pirsig's book has lead to other books, articles, various jokes, and catch phrases based on the line: Zen and the Art of...........

In the beginning of the book, he claims that it is not about Zen, nor motorcycle maintenance. I have read it three times. Sometimes I believe I understand what he was trying to present. Sometimes it is elusive.

I think it does talk about Zen concepts, and certainly covers some motorcycle maintenance.

In July, 2009 I was lost my job through a series of interesting events perpetrated by others including bankruptcy, greed, mismanagement and unethical behavior. I was escorted by a deputy sheriff through, by my choice, the back door of the building to become free of the military industrial complex.

I began my "retirement" by working in the hot sun of summer rebuilding my deck, then a bathroom, fixing household items, starting to learn to cook, and serving as house husband. In between I have ridden my motorcycle or if the weather does not permit, my truck to Chicago to visit my family, and other points around the Mid-West and South.

I began an inquiry into Judaism, and then Zen. I admit this not a spiritual pursuit, just an intellectual one. I am trying to understand others appreciation for these two areas, one because of my heritage, the other to try and relieve depression in a less than chemically adjusted manner.

In the next entries to this blog I am going to comment on many things I am learning. Or ones I have learned from years in industry. Or ones that come from other life experiences. The labels I have chosen for this post are mostly the subjects areas I will be presenting or pondering.