Issue link: https://iconnect007.uberflip.com/i/1259453
42 PCB007 MAGAZINE I JUNE 2020 Management owns the budgets, machines/ processes, and systems. To change the output, change the system (point #7). 12. Many organizations in the United States do not use workers to their fullest potential, rob- bing them of their pride of workmanship and treating them as commodities. This loss of pride is an obstacle to achieving a competitive advan- tage. There is a lot of wisdom that accumulates by workers doing a job repeatedly. One of the insights that General Electric found while inves- tigating the high quality and productivity of Jap- anese corporations in the early 1980s was that they had nearly three times the number of engi- neers on the factory floor working with employ- ees to eliminate waste and losses than GE em- ployed. The Japanese were not working har der than Americans; they were working smarter, and the engineers were there to implement what the workers had discovered and to make their work go smoother—to change the system! 13. In Dr. Deming's theory of management, education is the first step for an organization that wants to improve quality. Everyone in the organization should receive this education, be- ginning with top management. Statistical edu- cation at all levels is also necessary to prepare employees to implement these methods. I was impressed that John Young started the "Stand in Quality" training program per- sonally. Self-development is an attitude and characteristic that is essential in electronics, as we have the fastest-changing technology in the world. One of my jobs was to make sure each of my engineers had a self-improvement plan for themselves. Together, we helped every production supervisor create a plan for each worker. Installing a love of learning for produc- tion workers was one of the toughest activities I ever undertook. 14. Top management in an organization must make a commitment to transform the organi- zation. Setting the change process in motion involves the recognition that problems exist and a desire to create a new organizational environment—one in which the never-ending improvement of quality is the primary goal. Dr. Deming's message to managers is to stop fo- cusing on the judgment of results from a pro- cess and to start focusing on the improvement of the process that created the results. This Time, TQM Stuck HP had tried to introduce statistical quality/ process control twice before, but both times, it did not really stick. Dr. Deming was right; this time, the program was pushed from the top management. In fact, John Young appointed a corporate facilitator to work with Dr. Deming and put together HP's plan of implementation. One of the first tactics was the plan for TQM training called "stand in quality." It involved taking advice from past Malcolm- Baldridge winners. They all emphasized Dr. Deming's 14 points but also introduced us to the LUTI (learn, use, teach, implement) train- ing strategy—a training process from the top, moving down. Starting with the corporation president, he would instruct his staff (the learn step) and then give each member an individu- al project (use). After completion, each of his staff would train (teach) their respective staff and assign a project (implement) to each per- son. The four-step process is repeated all the way down until everyone has been trained. I learned the "stand in quality" concept from my boss, and after my project, I taught it to my engineering staff, who taught it to supervi- sors and technicians, and so forth. This time, it stuck! It was not merely being exposed four times, but having it come from the top down that made it real. And the enthusiasm created by this process never dissipated. Quality circles were created that gave pro- duction workers an active role in improving board quality. A willing young engineer was selected to champion the DOE course we li- censed from DuPont. This course and work- book went out to all engineering groups in the company. When my engineering group had the opportunity to take the 5.5-day course, the re- sponse was immediate. Yields went up, prob- lems were solved—and didn't come back—and my engineers wondered why this important tool was left out of their education.