#51 – TQM & ERM SIMILARITIES AND DIFFERENCES – GREG HUTCHINS

Greg Hutchins pixEnterprise risk management (ERM) and total quality management (TQM) share some similarities.

  • Both grew to prominence as a result of policy circumstances, quality as a result of Japanese competitiveness and risk as a result of financial excesses in corporate America and homeland security. Continue reading

#51 – WHY DO WE FEAR IMPROVEMENT? – JOHN DYER

John DyerFrom Dr. W. Edwards Deming’s 14 Points: Drive out fear, so that everyone may work effectively for the company.

By definition, in order to improve something, a change has to occur.  I have benchmarked several companies and it seems that those that do the best with their improvement efforts have a workforce that embraces change.  If, on the other hand, there is a culture of fear and the workers are terrified to try something different, nothing will improve. Continue reading

#51 – ISO 9001:2015 DIS CONCERNS – UMBERTO TUNESI

Umberto Tunesi pixIn my previous piece titled “Beethoven’s Fifth and ISO 9001:2015” of August 2013, I commented ISO 9001:2015’s Committee Draft (CD).  And – as typical of me – I was not soft.

Now that its interim Draft International Standard (DIS) is available for voting by ISO Members before the Final Draft and the International Standard will be published, I also feel the need to comment the DIS, hoping that my comments will be beneficial to the “actors” who will use it. Continue reading

#51 – RISKS OF FAILING TO INNOVATE – GARY GACK

GG-photo-20100224Failure to innovate and evolve has been the death knell of many former industry leaders – think of Polaroid or Digital Equipment.  Both are no longer relevant,, and both failed to respond effectively as the world around them changed.  Lack of innovation is in itself a major risk and, for many companies, IT is a a key enabler (or dis-abler) of innovation. Continue reading

#51 – RELIABILITY MANAGEMENT & RISK – FRED SCHENKELBERG

fredWhat is reliability management?  Reliability Engineering?  Would a product design or an organization benefit with a focus on reliability management and engineering?  What is the value of a focus on reliability?

Any organization, that develops and produces products, has resource limits. It may be talent, capabilities, time, funding, or some combination of these.  Yet, the goal to create a product that meets customer expectations includes the concept of product reliability.  The product should provide the expected functions over time, without failure.  This expected product reliability occurs, even if the design requirements and advertising do not explicitly mention product reliability. Continue reading