80 PCB007 MAGAZINE I MARCH 2020
nadian Football League. Over a cold beer one
night, J.C. said, "Steve, I've always felt that
character means doing the right thing when
nobody's looking. There are too many people
who think that the only thing that's right is to
get by, and the only thing that's wrong is to get
caught." Words to live by.
Guerrilla Tactic 1:
Quality Executive Skill Set
Williams' Law 1
Never fear an unexpected customer visit. If
every employee lives and breathes the quality
system every day, there will never be a need for
an audit-prep panic.
This first tactic/law was previously pub-
lished as a standalone column titled "Steve's
Particular Set of Skills (to become a World-
class Quality Manager)."
Guerrilla Tactic 2:
Make It Fun!
Williams' Law 2
When things are fun, things get done!
This second tactic/law was previously pub-
lished as a standalone column titled "Making
Quality Initiatives Fun."
Guerrilla Tactic 3:
Visual Management
Williams' Law 3
First impressions count.
The Japanese word for visual controls is An-
don, and visual management is key to success
in any system. One of the mistakes many orga-
nizations make is to cultivate an environment
of secrecy when it comes to organizational per-
formance as if this knowledge is dangerous to
share with employees. Quite the contrary is
true. Displaying accurate, timely metrics on
a visual management board will both engage
employees and instill a sense of ownership in
the company's performance (Figure 1).
Key visual management metrics include:
• Quality goals
• Revenue
• Internal quality defects/yield
• External customer returns and survey
results
• Kaizen events
• SPC data
• 5S successes
• PIT crew activity and successes
• Continuous improvement awards
• Rally schedules, minutes, and pictures
• Audit (customer visit) schedules
Figure 1: Visual management dashboard. (Source: Crown Paints)
