1. Retirement of the quality manager
Several years ago, just before I visited Company A (thirty people working)
to start ISO9000 consulting, the quality manager of the company suddenly
retired.
The reason of the retirement was picking on him by the customer’s quality
manager.
Every time a customer claim occurred, the customer’s quality manager
summoned the quality manager of the company and requested him to rewrite
relevant quality control charts. Then he returned back the company and
again visited to the customer’s quality manager with revised quality
control charts. But the customer’s quality manager pointed out other
portions to be rewritten and he went back again to rewrite.
Again, again the rewrites were done. Sinister bullying! Thus the quality
manager of the company could not help retiring his job.
The customer’s quality manager might believe that such a sinister bullying
would be effective for recurrence of claims, but the truth is that it
was the most ineffective way of corrective actions.
The dreadful train crash April 25 on Fukuchiyama Line reminds me
the above mentioned topic, because the accident has made open disciplinary
actions with wage cut for an operator by sinister bullying in West
Japan Railway Company.
Last year, an operator in West Japan Railway Company killed himself
due to disciplinary actions with sinister bullying.
2. Quoting from “the case Against ISO9000”
Mr. Seddon, the author of the book, showing examples of a utility
maintenance company referred to as follows.
“When the standard is unachievable in terms of current performance,
people do whatever they can to avoid being caught or ‘failing’. People
are not learning about improving their work; they are doing whatever
it takes to avoid remonstration.
Complaints are rising. We could have spent the same money solving
the problems.
If, for example, the RECs knew more about the predictability of customer
demand on their system and the predictability of their response, they
would be in a position to start work on improvement.” |