Quality Improvement: The Constancy of Purpose
Sunday, March 23, 2014 at 1:08PM OK... congratulations! You have decided to change. Whew... job well done. See how easy it was? What was all the fuss about?
Who are we kidding? The easiest part is to decide to change and that is not such an easy decision. Now, the real work begins. The entire organization must be convinced you are serious and in it for the long haul. As the leader you have to have that determination and resolve that Deming calls Constancy of Purpose: the first of his famous fourteen points.
Again, Constancy of Purpose is of prime importance but it is not enough. Constancy of Purpose is a necessary catalyst. It is absolutely necessary but not enough to result in the structural and culture change management wants to see. There has to be a standardized approach, a system if you will. If the desired change is to install a culture of Quality and Continuous Improvement at a lasting structural level, there must be a structured system of standard operating procedures and approaches that can be taught and coaxed into all levels and functions of the organization.
There has to be dedicated staff to administer this program, but it cannot be a bureaucracy of it's own. The organization has to develop the program and the training, luckily these days, there are numerous resources available. Materials and programs can and probably should be tailored to fit the existing culture of the organization.
Being 2014 and not 1974, many organizations already have programs in place. Many may even have a Six Sigma department and regularly have Kaizen or Lean Kaizen events. Many of these organizations with "structured" programs are experiencing the same condition experienced in part 1: they are always fighting the same kinds of fires and not permanently putting them out even with the "structured" program already in place.
In such cases, the structured program was probably once effective but has probably become a bureaucratic organization that is still tasked with tackling the big problems but has simply become ineffective at making any significant progress. Why are the ineffective? Often the teams attach the big issues that management assigns them, but then management does not want to really hear the results and that changes the teams are suggesting. Constancy of Purpose was not maintained. This is probably due to crisis that was the Great Recessions. Organizations downsized dramatically and did whatever they could to survive. Adherence to the rules and standards of the Quality were easily set aside simply to keep the doors open. People were let go. A lot of older experienced workers that were the keepers of the Quality system and structure were let go. A combination of these factors have led to the current situation many organizations find themselves in.
Management has to take this bull by the horns. They have to demonstrate to everyone that this is important to them and the organization. They have to do it all the time. This the Constancy part. The Purpose is the system and standard operating procedures. This is the direction in which the organization must follow. While it isn't 1974, there are many similar aspects to the business world of today… first and foremost is that “We want to change, we have to change, but we are too busy running the business” attitude that is once again pervasive.”
How important is constancy of purpose? Think of Peter Druckers great, and most appropriate quote:
The graphic is taken from an excellent blog on the subject from the RiechesBaird Ad Agency. The quote was brought to our attention by Susan Rose of Inner Dragon.
Reader Comments (1)
Mark, I enjoy your posts. They prompt some creative thinking about my own challenges as a small business owner.