What is excellence? How important is it to workers / employees, consumers and society? Why is it necessary to continuously improve? Is it possible to continuously improve?
These and many more questions will be answered in the development of this work. In the first instance, we must say that in order to achieve excellence, continuous improvement must not only be aimed at, but must be put into practice. Becoming better every day is a philosophy of life, something that transcends the mere sphere of work, which must also take place in the family, in business relationships, in education, in the public and citizen sphere.
He does not improve in one area and not in the others, the individual with improvement habits acts in the same way in all aspects of his life. Continuous improvement requires a philosophy that by creating a shared vision produces the sum of individual wills that originate a great social force for change and improvement. That philosophy is the foundation of a strong work ethic, which results in a culture that encourages, motivates and rewards individuals for change and improvement aimed at achieving the highest levels of excellence.
It is not a product of chance that those countries with the highest standards of living have a culture and principles that motivate and incite individuals and society to save, work, research, education and discipline. These societies not only have important universities, but also accumulate technological advances, noble prizes, and large companies, products of the tireless effort and strategic capacity of an entire society, reflected in the existence of strong and stable institutions.
These societies face the problems and shortages that nature presents them by developing new technologies and managing their resources better every day. Even within this framework, there are great differences between these same countries, because Anglo-Saxon culture is not the same as German, Japanese or Korean.
No todas las sociedades aceptan el reto y el compromiso de adoptar una forma de vida, y una disciplina que los obligue a mejorar día a día. Comparando la situación de los países y regiones con las de un atleta que resulta el más veloz de su pueblo y se conforma con sus marcas, pero luego de mucho tiempo cuando se enfrenta a competidores de otros lugares pasa a ocupar las últimas posiciones, así también muchas empresas y países entre los cuales se encuentran los latinoamericanos, al abrirse la competencia a nivel global retroceden día a día en sus niveles de competitividad. Se trata sin lugar a dudas de dos atletas, uno que no se cuida con las comidas, ni se ejercita, ni descansa como debe (el falto de disciplina), y aquel o aquellos que cuidándose con las comidas, haciendo muchos y buenos ejercicios, y descansando adecuadamente (el disciplinado), el primero esta destinado a perder puestos día a día frente al segundo. Muchos de los empresarios de los países que responden a las primeras de las características no tienen, o carecen de una ética de trabajo y una visión de grandeza que los lleve a mejorar sus productos y servicios, se comprometan a generar más y mejores empleos, contribuyan a sus sociedades mediante el engrandecimiento de los centros de producción como elementos motores del desarrollo socioeconómico y cultural. Sólo se conforman con continuar en un desarrollo artesanal de su producción, y un enfoque propio de la primera mitad del siglo XX.
Natural resources no longer give primacy, technology, research, creativity, innovation and information are what set the guidelines for development in these Third Wave societies. That is why in the new society symbolic workers are taking a privileged place, those capable of making a difference. The revolution in genetic engineering and materials engineering has led to a better use of natural resources and the replacement or substitution of many of them by more economical ones. Thus, countries that focused their power or wealth on the production and export of natural resources are losing notoriety. Many countries are important through the production and export of agricultural or mineral products,But they have added a "plus" to it by achieving higher yields, improved quality, better services, certain delivery times, and a more creative and efficient use of all their resources. It is true, they sell cereals, but they also design and sell harvesters, satellite service for agriculture, new fertilizers and fertilizers, and new types of seeds. It is not a small thing, agriculture is not only dedicated to those who directly produce cereals, but also all those individuals who through research, design and production produce all those goods and services that make agricultural work more efficient.satellite service for agriculture, new fertilizers and fertilizers, and new types of seeds. It is not a small thing, not only those who directly produce cereals are dedicated to agriculture, but all those individuals who through research, design and production produce all those goods and services that make agricultural work more efficient.satellite service for agriculture, new fertilizers and fertilizers, and new types of seeds. It is not a small thing, not only those who directly produce cereals are dedicated to agriculture, but all those individuals who through research, design and production produce all those goods and services that make agricultural work more efficient.
But if such things happen in private activity, what can be expected from the activities of the State. They are mired in incompetence, political patronage, and a total lack of improvement. Talking about improvements in government matters is practically a utopia.
On the contrary, in the central countries, government activity also shares, although to a different degree depending on the country in question, the central idea of improvement and discipline. As an example, it is worth mentioning that due to the 1% increase in a certain tax in Japan, it is notified to companies two years in advance so that they foresee the effects of said change on their profitability levels and administration of the means.
Everything that has been developed has tried to show that the standard of living of the population in each country is the product of its socio-cultural framework, of its work ethic and of the existence or not of a philosophy that puts improvement as a principle and supreme objective. continues as a way of life. Societies as a whole are responsible for this. Undoubtedly, those companies that, despite the hostile environment, implement a philosophy or approach of excellence have more opportunities and possibilities to survive and compete. But beware! In societies without justice and high levels of corruption, not always the most disciplined companies will be the winners, but those closest to power and corruption. In this type of society where the win-lose formula is privileged, in the long run everyone ends up losing.
The economic system of market economies insists on freedom of action, freedom to make money, but also freedom to go bankrupt. Hence, capable firms win and inefficient firms fail. It is a rapid process of natural selection and the process is fast. For this reason, in a globalized economy with rapid changes, it is essential that societies and companies urgently address continuous improvement as a way of life.
2. The Japanese approach
Kaoru Ishikawa expressed “Japan does not have an abundance of natural resources but must import them, along with food, from abroad. Therefore, it is necessary to expand exports. The era of cheap and poor quality products for export is over. Japan has to strive to manufacture high-quality, low-cost products. For this reason, quality control and statistical quality control require a maximum of care ”. He then stated, “The eight years I spent in the non-academic world, after graduating, taught me that the Japanese industry and society behaved in a very irrational way. I started to believe that by studying quality control and applying it correctly, this irrational behavior of industry and society could be corrected. In other words,It seemed to me that the application of Quality Control could bring about the revitalization of the industry and effect a conceptual revolution in the management ”.
This is how this guru began to lead with the advice of the Americans Deming and Juran, and the support of businessmen, trade unionists, workers and consumers a march that would ultimately leave Japan among the main world powers in the world.
In 1950 the Union of Japanese Scientists and Engineers published the magazine Hinshitsu Kanri (Statistical Quality Control) and promoted the idea of companies and workers joining their efforts and helping each other. Shortly afterwards, the Gemba-to-QC magazine was created, aimed at supervisors and workers, by which they were motivated to read, exchange information and mutual development. Through this last magazine, the formation of Quality Control Circles is promoted, which were later adopted in more than 50 countries. In this regard, Ishikawa comments: "The activities of Quality Control circles, if they are in accordance with human nature, will be applicable anywhere in the world, since man is man and there is a common bond of humanity"
In September 1951, the first Deming Prize for Quality was awarded in Osaka. In 1962 the Annual Quality Control Conference for Supervisors and the Annual Quality Control Conference for the Consumer were inaugurated. The following year the Annual Quality Control Conference for Senior Managers began. No country in the world has as many diverse conferences on CC as Japan.
Japan has adopted "Quality Month", whose idea was inspired by "Security Week" which is based on private initiative, and Japan is probably the only country that has maintained such a constant effort, as is done every year in the month of November. The People's Republic of China designated September as a quality month in 19778, the only other country that has adopted this concept.
Ishikawa believes that the principles of quality control can and should be applied to all types of industries, whatever their size and characteristics, expressing “I frequently hear the following comment:
The philosophy of Quality Control in Japan is that “Quality Control and QC circle activities spread all over the world, quality all over the world improve, reduce costs, increase productivity, may raw materials and energy be saved, may the peoples of the world be happy, and may the world have prosperity and peace ”.
Applying quality assurance early on in the development stage of a new product will require all divisions of the company and all its employees to be involved in quality control. In the most advanced stage of this control, the entire company participates. This means that those involved in planning, designing and researching new products, as well as those in the manufacturing division and in the accounting, personnel and labor relations divisions, must be involved, without exception. In this higher phase of quality control, the market is given supreme preponderance, since it is by listening to the opinions of consumers that the company can fully satisfy their needs.
- Criticism of the Taylor method
The Taylor method is that of specialist administration. It suggests that specialists and engineers formulate technical and labor standards and that workers simply follow the orders and standards that have been set for them.
The method was probably viable at a time when engineers were scarce and most workers had barely finished their primary education or were illiterate with no primary education. In such circumstances the method was effective, but currently with educated and conscientious workers, this method cannot be imposed. The Taylor method does not recognize the hidden capabilities of workers. It ignores the human factor and treats employees like machines. Not surprisingly, this causes resentment and employees show little interest in their work. In the United States and Western Europe, many people work for a living. They work out of obligation, and absenteeism is rampant. In some factories this is usually 15 to 20 percent.
If people are treated like machines, work loses all interest and is no longer a source of satisfaction. In such conditions, it is not possible to expect products of good quality and reliability. The absenteeism rate and staff turnover are measures that serve to determine the strengths and weaknesses of the managerial style and the mood of the employees in any company.
- Western Paradigms - Theory X
In the West, Theory X has long prevailed, according to which the worker tends to pay little attention to work, always tries to apply the law of least effort. Based on this perception of things, the administrator treats the employees and workers (let's think of the entry and expense card marking, the calls for attention due to several out of time markings, even if it is a minute apart, although neither I don't even know the difference, but it was set right with the change and the clock marks hours and minutes only) in such a way that it produced a special reaction from them. This refers to the teachings on those cases in which if a child is treated as incapable he will feel incapable of achieving it,But if he is motivated by telling him that he has great ability, he will achieve great results.
Well, this Theory X has cast a shadow on the managerial philosophy of Western nations. It suggests that people cannot be trusted, for example employees in the manufacturing division. Therefore, the inspection and quality control divisions should be endowed with greater independence and power. Without this power to observe and inspect, there can be no guarantee of quality. This attitude is a clear manifestation that man is bad by nature. In some North American factories the number of inspectors is equivalent to 15% of the number of workers. In Japan this figure is barely one percent in factories where quality control is well advanced. The difference is huge.
Basically, if everything is produced without defects there is no need for inspectors. Defects create the need for an inspection. Inspection in Japan is not unimportant, it is carried out in another way. The best education in Quality Control is given to the workers which allows them to control the production process themselves, resulting in 100% defect-free products. This method is based on the assumption that man is good by nature. So inspectors are not really necessary. Too many inspectors in a factory reduce productivity and raise costs, thus becoming a muda (waste in Japanese).
- Japanese Quality Control Features
The six characteristics of Japanese quality control are:
- Quality control throughout the company: participation of all members of the organization. Education and training in quality control: “Quality control begins with education and ends with education. CC is a conceptual revolution in management: therefore, it is necessary to change the reasoning processes of all employees. To achieve this, it is necessary to repeat education over and over again ”. Activities of quality control circles QC audit (aimed at obtaining the Deming Prize) Use of statistical methods Activities to promote quality control nationwide
- Quality Control Definitions
Japanese quality control is a revolution in management thinking. It represents a new concept of management.
The Japanese Industrial Standards (NIJ) define quality control as: “A system of production methods that economically generates quality goods or services, in accordance with the requirements of consumers. Modern quality control uses statistical methods and is often called statistical quality control. "
While Ishikawa says in this regard that "to practice quality control is to develop, design, manufacture and maintain a quality product that is the most economical, the most useful and always satisfactory for the consumer."
To achieve this goal, it is necessary for everyone in the company to promote and participate in quality control, including senior executives as well as all divisions of the company and all employees.
Quality control is carried out in order to produce articles that satisfy the requirements of consumers. It's not just about meeting a set of national standards or specifications. This is simply not enough.
This is why emphasis should be placed on consumer orientation. Until now manufacturers have thought they are doing consumers a favor by selling their products to them. Which can be called a "product outlet." The Japanese proposal is a diametrically opposite system, in which it is about "entering the market" where consumer requirements are paramount. The approach is to study the opinions and requirements of consumers and take them into account when designing, manufacturing and selling their products. When developing a new product, the manufacturer must anticipate the requirements and needs of consumers.
The quality interpretation is not limited merely to product quality, but encompasses work quality, service quality, information quality, process quality, division quality, personnel quality, quality of the system, the quality of the company, the quality of the objectives, etc. The Japanese approach is to control quality in all its manifestations.
The best quality product that it has will not be able to satisfy the customer if the price is excessive. For the Japanese you cannot define quality without considering price. This is important when planning and designing quality, hence the need to eliminate waste and waste that unnecessarily increase costs. Always strive to offer a product of fair quality at a fair price and in the right quantity (hence the goal of Kaizen in achieving QCD optimization - quality, cost, delivery).
Doing quality control means:
- Use quality control as a basis Make comprehensive control of costs, prices and profits Control quantity (volume of production, sales and stocks) as well as delivery dates.
When all divisions and all employees in a company are involved in quality control, they must apply quality control in its broadest sense, which includes cost and quantity control. Otherwise, good quality control cannot be achieved, not even in its narrowest sense.
Quality control is done to achieve that quality that meets the requirements of consumers. The first step is to know the true meaning of the concept of quality.
- The conceptual revolution
It is necessary to transform the managerial mentality in terms of concentrating attention and effort on:
- Quality first; not short-term profits. Consumer orientation; not towards the producer. Think from the point of view of others. The next process is your client: break down the barriers of sectionalism. Use data and numbers in presentations; use of statistical methods Respect for humanity as an administrative philosophy: fully participatory administration Interfunctional administration
If a company follows the principle of "quality first", its profits will increase in the long run, while if it pursues the goal of achieving short-term profits, it will lose competitiveness in the international market and in the long run its profits will decrease.
Management that emphasizes quality above all else will gain the trust of customers step by step and see its sales grow gradually, increasing its market share.
Companies must manufacture products and provide the services that consumers want and buy with pleasure. The purpose of the CC is to put this basic idea into practice.
In companies it is essential to end sectionalism. Quality control cannot be complete without full acceptance of such an approach. It is essential that the staff of the company can speak freely and frankly to others, that is the spirit of the CC.
Facts and data must be presented using statistical methods. Facts are important and their importance must be clearly recognized: taking this for granted, we proceed to express them with exact figures. The final step is to use statistical methods to analyze the facts, which allow you to make calculations, form judgments, and then take action on the case.
First of all, examine the facts. A common mistake among professionals is clinging to a preconceived idea and playing with the figures to make them match it, ignoring the facts. The next step is to turn facts into facts or figures.
The fundamental principle of successful management is to allow subordinates to use their full capabilities. Industry belongs to society. His basic goal is to dedicate himself to managing around people. Everyone who has something to do with the company should feel comfortable and happy with the company and should be able to use its powers and realize their personal potential.
The term humanity implies autonomy and spontaneity. People are not like animals or machines. They have their own will and do things voluntarily without anyone having to tell them. They have discernment and are always thinking. Humanity-based management is a system that encourages the flowering of unlimited human potential.
- Manufacturers of Japan
These entrepreneurs work hard to improve their businesses because they fear that if they don't do it right their company will lose the race and go bankrupt. Industries have the freedom to commit to quality control. It is a decision of the board. In our capitalist economy there is also the freedom to fail in the face of competition and the freedom to fail. A company that is beaten in cost and quality is not susceptible to arousing great sympathy. Only 30 years ago "made in Japan" was synonymous with cheap and defective products, but due to the great effort to improve and control quality, today Japanese products are considered the best in the world. The Japanese have achieved optimum quality in all their industries."There is no company or type of industry that cannot commit to quality control and benefit from it."
- Managers - Necessary skills
An organization can dramatically and continually change and improve if capable managers take over.
They must first possess specialized knowledge, a manager needs basic knowledge about the production process. It is what is expected of everyone, and the higher the pyramid of the company you are, the more knowledge you should have.
For Japanese administrators "none of us is as smart as all of us." It is a way of underlining the enormous importance of teamwork. In today's world there is abundant technology, many entrepreneurs, a lot of money, a lot of capital to invest. What is in short supply are great teams. Social intelligence is of immense importance to success in a world where work is done as a team and great teams make a difference.
The network or team of people that can be called upon for information and expertise is of increasing importance. It has come to depend on the group mind as never before.
In this respect, "the whole is never equal to the sum of its parts, it is more or less, depending on whether the individuals work together well or badly."
Work and sports have many things in common. In modern industry, harmony between the components of a group is essential, as in teamwork. So in a rowing race with eight paddlers per boat, a basketball team, or a soccer team, the key to success or failure is teamwork. Manufacturing also unfolds through teamwork. The idea is teamwork; not the number of finished products for the line as a whole.
The starting point of kaizen is to identify waste or waste. Combating the waste of financial resources, space, time, human resources, and material is essential, and for this it is necessary to raise awareness in both managers and staff to detect such "changes" (waste) and eliminate them.
Changing the layout of the plant for greater efficiency is one of kaizen's top priorities and efforts, which are aimed at reducing conveyor belts or eliminating them altogether.
Plant management must strive for the following five manufacturing goals:
- Achieve maximum quality with maximum efficiency Maintain minimal inventory Eliminate heavy work Use tools and facilities to maximize quality and efficiency, and minimize effort Maintain an open-minded and inquisitive attitude for continuous improvement, based on in teamwork and cooperation.
The aforementioned aspects are essential in order to implement the Just in Time system. System that considers excess production (overproduction) and excess inventories as the central enemies of production processes and of the profitability of companies.
Within the Just in Time scheme, the following are highlighted as fundamental advantages of its application:
- Shorter lead time Reduced time spent on non-processing jobs Reduced inventory Better balance between different processes Clarification of problems
Kaizen covers the entire spectrum of business, beginning with the worker's way of operating in the shop, moving to machinery, and finally making improvements to systems and procedures.
Kaizen highlights the importance of simplicity, which is important as a desired value. Simplicity is even more important as a permanent habit of mind, as a style of thinking. For this, it is necessary to give value to simplicity, have the determination to seek it, it is necessary to challenge the existing elements and have clear ideas of the objectives sought.
Kaizen recognizes that a learned habit can be unlearned, changing it for a more effective one with time and effort. Deep change requires the recomposition of habits rooted in thinking, feeling and behavior.
The starting point of kaizen is for the worker to adopt a positive attitude towards change and improvement of the way he works.
Kaizen places great importance on machine maintenance and workplace cleanliness. Sweeping, cleaning and other cleaning tasks should be the starting point for all improvement activities. Once workers get into the habit of maintaining and cleaning their workplace, they have acquired discipline. Workers take pride in their crisp and clean work environment. Morale is higher and they have closer ties to the team they work with.
Kaizen begins with a problem or, more precisely, with the recognition that there is a problem. If there are no problems, there is no potential for improvement. By using positive thinking, we can turn every problem into a valuable opportunity for improvement. When there is a problem, there is potential for improvement. "The starting point in any improvement is to identify the problems, these being the keys to the hidden treasure."
For kaizen, the problem of a client should never be discussed, it is always the opportunity to improve for the client. The worst thing a person can do is ignore or cover up a problem.
- Cost reduction as the objective of Jus in Time
The word "efficiency" is often used when we talk about production, administration and business. Efficiency in modern industry and in business in general means cost reduction.
In today's competitive industries the benefit can only be achieved by reducing costs. When we apply the cost principle, the sale price is equal to the profit plus the real cost, making the consumer responsible for each of the costs. This principle has no place in today's industrial competitiveness.
Products are selected by unflappable consumers in free and competitive markets, where the cost of manufacturing a product is of no importance. The question is whether or not the product has any value to the buyer. If you set a high price commensurate with the cost of manufacture, consumers will simply reject it. Cost reduction will be the goal of consumer product manufacturers trying to survive in today's market. To achieve this there is no magic formula, you need a comprehensive management system that develops human ability to its full capacity in order to improve creativity and prosperity, using tools and machinery correctly, and eliminating any unproductive costs.
The establishment of a production flow and a way of maintaining continuity in the supply of raw materials from abroad for the manufacture of parts, is the basis on which the new production system is based. In direct relation to this, it should be emphasized that there is no more terrible loss than that of excess production. Today's companies must provide only what they need, when they need it, and in the amount they need. This requires a revolution of consciences, a change in attitude and paradigms on the part of entrepreneurs.
When thinking about eliminating unproductive costs, the following points should be duly taken into account:
- Performance improvement will only make sense when it is linked to cost reduction. To achieve this, we must start by producing only what is necessary with minimal labor. The performance of each operator and each line must be observed. The operators must then be analyzed as a group, and the performance of the plant as a whole (all lines). This performance should be improved at each step and, at the same time, for the entire plant as a unit.
By systematically and methodically eliminating the following costs, operational performance can be greatly improved.
- Unproductive costs due to excess production Unproductive costs in the time of unemployed workers Unproductive costs due to transportation Unproductive costs of the processing itself Unproductive costs due to excess inventory Unproductive costs due to non-value-added activities Unproductive costs in the manufacture of defective products Unproductive costs of design unproductive costs of the product or service
The Just in Time system is a method of consciously eliminating unproductive costs and increasing performance. Unproductivities are constituted by all those activities that only increase costs without adding value (for example, surplus personnel, stock and equipment), when there are too many workers, equipment and products, only the increase in cost and secondary loss are achieved. Thus, there are too many workers, unnecessary work is used which, in turn, increases the consumption of power and materials. This constitutes a secondary loss.
The biggest of the unproductive is the excess of stock. If there is too much stock to store in the plant, warehouses must be built, workers should be hired to transport the goods to this warehouse, and transport trolleys must be purchased for the workers. Then the need for personnel to control the stock and prevent its alteration must be added. To this must be added, among others, financial and insurance costs.
- The importance of improving
There is a great difference in attitude between companies focused on continuous improvement and those that do not apply it. In the former they have been getting used to thinking that the sale price goes down over time, while in the latter they think that they can be increased every year. The way the former operate is by concentrating their energy on improvement and creativity. Although physical work is always limited, creative work has no limitations. Thus the effect of material cost increases can be eliminated by reducing waste and losses and improving the design. Machinery maintenance cost can be reduced by prevention and improvement work. In the office, improvement ideas can reduce routine paperwork and phone calls.If people don't try to improve themselves by saying that they are too busy doing routine jobs, the problems will not only continue but will lead to other problems and costs will go up. All personnel in the company must participate in improvement activities. If those activities are limited to only one part of the company, only part of the problems will be fixed.
In order to avoid the vicious cycle of cost increases, each section must list the problems that affect the work it does. Once these have been ordered, from the easiest to the most difficult, they can be assigned to different work teams for the purposes of their suppression.
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