SO WHAT'S NEW?
By Gene Levine - www.genelevine.com
After a talk I recently gave to The Management Association of Montreal I was asked to give my opinion of "Japanese Quality Circles." The question stopped me for a minute because I wasn't sure I heard right. I replied with a question. "You did say Japanese Quality Circles – didn't you?" His reply was "Yes!" I then realized that the Japanese had successfully convinced at least one person that the idea of everyone in the business sitting around discussing solutions to problems was to be credited to the Japanese. Here then, was the answer I discussed with him.
From Biblical times to today, people who wanted to learn and/or communicate sat around in circles. King Arthur had a name for it, he called it the "Round Table." American Indians also sat around in circles to discuss things pertaining to the welfare of the tribe(s). Families that communicate also sit "around" and discuss what's best for all. Governments have been doing it for years. There is much history on the use of bringing people together, sitting around in circles and talking things over.
Once again, quality circles are not new, and they were not invented by the Japanese. As a matter of fact, when once discussing this with Manuel Gaetan, he reminded me that the concept was introduced to the Japanese in 1950 by W. Edwards Deming, a U.S. statistician and adviser to the Occupational authorities in Japan after the Second World War. His concept used statistical analysis and was widely accepted, since it provided a springboard to reverse the image of the Japanese manufacturer who, up to the introduction of Deming's idea, couldn't live down the reputation for low productivity and poor quality. By using Deming's technique, the Japanese did succeed in reversing not only their quality image, but the costs and delivery of their products as well.
Perhaps the Japanese used Madison Avenue salesmanship on the U.S. to show how progressive they were, and why their cars were so superior in quality to Detroit's. Their motivation is unimportant, but the impact they made is. They should; however, be credited with employing an idea that's been available to us for a long time, then ballyhooing it, and seemingly getting credit for the idea.
The philosophy of the "circle" is rather easy to understand. Let's say you have a problem that you want to solve. It could be quality, costs, delivery, or any problem that affects business operations. Since the problem comes from people, it makes sense to go to them to look for the solution(s). Everyone that contributes to the problem is brought together, employee and management alike, not for a lecture, but for the express purpose of finding a solution. Then, they all sit "around" and do the following:
1. State the specific problem
Discuss what problem is in general terms
Examine limitations
Review available resources
Give facts, not opinions
Show examples; data
Break problem down into parts suitable for analysis.
2. Maintain objectivity
Analyze each possible solution
No accusations, no criticisms
No judgement of ideas.
3. Record solutions
Record suggestions and anything relevant to solving the problem
No negative thoughts allowed
Free-wheeling is encouraged
Seek original ideas
The more imaginative the ideas the better
Let each idea feed newer ideas
Collect a large quantity of solutions, the more the merrier. Quantity, not quality is the objective.
4. Screen solutions and prioritize them
Analyze each suggestion
Dissect and commingle, reconstruct and modify all ideas
List in order of predictable effectiveness
Re-list in order of ease of implementation: a. Analyze limitations; b. Are resources available?
5. Decide on most preferred solution . . .
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