JUST PLANE CULTURE
toward business excellence with the award being the mark of years of achievement and improvement but not construed as the final destination. A hot criteria today is Six-Sigma which has morphed from a quality tool, Control Charts, to become a process of its own with its own acronyms in support (e.g., DMAIC and DMADV). Six-Sigma has grown within itself and also by marrying with other processes to become Lean Six-Sigma. Lean is modeled from the time and motion studies of the 1950s fitted with a new dress and modified with the name change to protect the innocent. As long as Lean Six- Sigma remains popular, it will continue to grow until a shiny new process comes along that catches the corporate eye and Lean Six-Sigma will be abandoned. I am the consummate skeptic and
I don’t paint a pretty picture for any sustaining effort in quality effort. It’s part of the animal that we in quality have created. We preach continual improvement, and that pertains not only to the organization but also to quality concepts in general. Continual improvement involves change but change for the sake of change is not improvement. TQM has been around for a long time and it will continue to evolve, ensuring its survivability. For all the quality efforts that are initiated and discarded, something has to stick. However, a recent survey has shown that the neutral group is growing. The big drawback is that you could push your neutral work group into becoming disillusioned and join those that are closed and hostile. If that becomes the case, then you have to look at this differently and initiate a 12-step recovery program for management. Keep in mind that the customer
determines quality, not the organization. The organization’s task is to meet those customer demands. TQM or any quality process is not about staying in business. Quality processes are about being effective and efficient while you are in business and meeting customer needs; quality will not guarantee business success. However, failure is almost assured without it. All the books and training on concepts, management style, and success techniques can be condensed into two words: mutual trust. Keep the faith.
Patrick Kinane is an FAA-certificated A&P with IA and commercial pilot with instrument rating. He has 50 years of experience in aviation maintenance. He is an ASQ senior member with quality auditor and quality systems/organizational excellence manager certifications. He is an RABQSA- certified AS9100 and AS9110 aerospace
industry experienced auditor and ISO9001 business improvement/ quality management systems auditor. He earned a bachelor of science degree in aviation maintenance management, a master’s of science degree in education, and a Ph.D. in organizational psychology. Kinane is presently a senior quality management systems auditor for AAR CORP and a professor of organizational behavior at DeVry University.
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