Managers generate 80% of our COPQ
Stop blaming the worker
TIME is the most perishable and expensive commodity.
God, in his wisdom, has gifted each of us the same number of hours per day.
In most organizations, the CEO and worker each have eight hours per day. These eight hours are divided between planning and operations.
The bottom of the pyramid worker spends a few minutes planning his/her work for the day. Most of the day is consumed in defined operations.
On the other hand, the CEO spends most of his/her time in strategic and tactical planning, and a few minutes in operations, such as, signing documents.
As one evolves from worker to supervisor, to manager, to director, to even CEO………at each level, planning time increases, and operations time decreases.
So what is the problem?
When workers get promoted to supervisors, they embrace the increased planning, but refuse to shed some of the operations that are now in their DNA.
Ultimately, neither this new supervisor, nor the successor worker, own some of the operations. Each believes the other is responsible This results in a Management Gap. The Gap creates Fires. And so the “blame” culture is born.
The fires are of a greater magnitude when a supervisor is made a manager; and even more when a manager is made a director.
These chronic fires generate Cost Of Poor Quality (COPQ). COPQ is about 20% of total costs in any organization.
Only 20% of the 20% is worker-controllable! The rest is management-controllable.
So, do you now see the problem?
These management-controllable problems require surgery, using Quality Improvement structured methodologies. The surgeons are from management.
With a structured Quality Improvement approach for solving management-controllable chronic problems, we not only reduce the COPQ, but also eliminate the prevailing environment of blame. Plus we unlock precious TIME.
I have seen this happen at Mahindra Tractor Division.
I have also seen this happen at Larsen & Toubro, Heavy Engineering Division.
And so, you may ask, what about worker-controllable problems? Yes, they too must be solved. But with milder versions of structured Quality Improvement. Example: Quality Circles.
The primary objective of Quality Circles is motivation of workforce. The secondary is Quality Improvement.
- India is a rich nation. We can afford the luxury of co-existing with COPQ.
- Customers pay for our COPQ! No sweat.
- Do you pay for your suppliers COPQ? Ouch!
- The Management Gap is even more accented in public institutions. That’s Ok. Tax payers fund the COPQ!
- Nature does not generate waste.
- Benchmark Nature to develop innovative solutions.