<> I agree. But it is more than the knowledge of, for example, a salesman, on the issue.
I told you stupid, I was never a salesman. I am a mechanical engineer by degree and for the first ten year of my life at IBM I worked in factory automation. I have come through the lifecycle of quality concepts when the Japanese were showing us how it's done...from misunderstanding to false starts, through to the more pragmatic understanding we have today...
I'll assume you may have. Why do you think such a book would even be relevant, if it is a fact that the unions aren't the issue?
Because they play a role in delivering quality that's designed into the product. Because they are important in improving the processes by which products are manufactured. Because they have unique insights in the workings of a factory that can be leverage d to improve quality and reduce defects....BUT, first the quality of the product has to be designed into the product or the outcome is doomed. That starts in how the product strategy is designed, how the brand is established and maintained, how the culture of the company is cultivated, and flows across every step in the process that touches the product. Tolerances, fits, finishes, quality and reproducibility of the processes, quality of the materials used, the degree to which the product is tested, the criticality of the steps at which it is tested, how it's advertised and sold, how it's maintained, the training and professionalism of the dealerships, etc...
You want to take a complex topic and reduce it to a blame game and therein you show how poorly you understand the topic.
Al |
