our system of make-and-inspect, which if applied to making toast would be expressed: “You burn, I’ll scrape.”
The System of Profound Knowledge provides a lens. It provides a new map of theory by which to understand and optimize that we work in, and thus to make a contribution to the whole country.
Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product. As Harold F. Dodge said, “You can not inspect quality into a product.”
How can she put forth her best efforts when no matter how carefully she works, the item will still be defective? If no one cares, why should she? In contrast, when defects are rare or nonexistent or well explained, she understands that the management are accepting their proper responsibility, and she feels an obligation to put forth her best efforts: they are now effective.
Training for a job must teach the customer’s needs
We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, ‘You cannot inspect quality into a product.’ The quality is there or it isn’t by the time it’s inspected.
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
American management thinks that they can just copy from Japan—but they don’t know what to copy!
Best efforts are essential. Unfortunately, best efforts, people charging this way and that way without guidance of principles, can do a lot of damage.