Japanese Dipsticks: How to Measure an Organization’s Quality Culture?
The Japanese assess an organization’s Quality Culture using a few dipsticks:
- They walk through your plant and make note of the visible inventory: incoming; in-process; finished goods
- They visit the workers toilets and make note of housekeeping practices
- They study the safety practices institutionalized in the plant.
Inventory
The observations on inventory in the plant answer the following questions:
- Incoming : What is the capability of supplier processes?
- In-process: What is our process capability?
- Finished goods: What is our understanding of customer needs?
Since inventory has a cost, the Japanese question: Why should I pay for your inefficiencies?
Housekeeping
The workers toilets are a mirror of the Quality Culture in the plant. After all, people make quality. Good housekeeping practices:
- Give dignity to the workers
- Sensitize workers for detecting errors.
Safety
Safety practices in a plant breed a Quality Culture. Accidents reflect:
- Failure of a system
- Failure of a process
- Failure of a product.
Safety practices communicate “we care” to the worker.
India
These practices are well cemented in Indo-Japanese ventures in India. Particularly in the auto industry. For example: Maruti Suzuki, Honda Motors India, etc. They are also institutionalized in Bajaj Auto, Tata Cummins, etc.
Conclusion: Building a Quality Culture is possible in India.
RANDOM THOUGHTS
- Businesses should improve the living conditions for workers….. A Quality Culture at the plant will follow.
- Banks should be skilled at assessing Process Capabilities of clients….Inventory is one aspect of Process Incapability and the related Cost Of Poor Quality.
- Civic bodies in the state should not allow humans to carry out cleaning operations of manholes… Human life is at risk.
Thanks for sharing such insights Sir!!! It will truly help many organization striving for excellence!!!
Very well articulated sir. I am sure that the number of suggestions/ improvements contributed by workforce be also a true reflection of how the leadership encourage and empower them towards building the desired quality culture in their organization.
Clean and well maintained toilets reciprocate value by workers. Mindsets about QUALITY get made by the conditions of toilets provided to workers. If mindsets about quality are to be changed, managers and management need to re-look at their perception of such basic amenities.
Good thought Rajeev
Simplicity – that is the key! Instead of creating complex models to understand culture, use visible observations to understand behaviour! Organizations fail to “observe “ these things because they do not have a defined “culture” i.e. a set of behaviours that everyone needs to adhere to. They may define values but no one translates them into simple everyday behaviours! That is the message from the Japanese- Be Goal-Focused and Action-Oriented!
Being simple is difficult, Ashok.
Excellent article Mr. Lulla. Building quality culture in an organisation definitely starts with giving dignity to employees.
Thank you Ambrish. I have seen you walk this talk.
Wonderful article , this can be applied in our day today life as well. A very good management practices.
Bulls eye. Quality should be a way of life
Important words you highlighted Walk, Visit and Study – genhu Gutbutsu – SEE FOR YOURSELF . A fundamental principle of Great Management Practice . Thanks for sharing Sir
Being simple is difficult!
Thanks for sharing !
A gemba walk a day, keeps the COPQ away.
Absolutely Sachin