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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)

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