Out of the Crisis.Org

[Louis Altazan]

Dr. W. Edwards Deming's Fourteen points

Point Eight: Drive out fear, I believe is imperative to improvement of business. It is also unlikely to be discussed in the average organization. Why? I think because of fear. Ironically, everyone seems to feel it exist, yet few are willing to speak up or work to end it.

There seems to be fear in admitting the business is in business to make a profit. There appears to me to be fear about stating the actual rate charged clients, involving employees in the business and certainly trying new ideas. This seldom discussed issue holds business back. Bringing it into the light with discussion is key to eliminating its effects.

Point Nine: Break down barriers between staff areas.

My experience with point nine is most auto repair shops don't think they have staff areas [departments.] Shops tend to see this as something large business has and overlook the value of point nine.

Every business, even those without employees, may have staff areas. Vendors may be considered as a staff area. Vendors selected for quality and good service [point 4] rather than merely price may be far less expensive to the company. One might invite vendors into the company to see how the parts are to be used, how production flows and gain input on better ordering methods.

Equipment vendors, insurance providers, marketing people and even clients all have a stake in the business. Each may be seen as a staff area. The work of one may be used by all the others. Barriers and the traditional "us verses them" relationships can cost a business in unknown ways.

With employees the staff areas become a bit more clear. One employee may speak with the client and take the complaint. Another may repair the vehicle and this represents two staff areas. The more employees the business has, the more tendency there may be for separation between departments.

Each employee may do their best. Yet in an attempt to optimize their department each staff member can sub-optimize the business as a whole. The service writer may try to optimize their job by handling more clients. This results in less information for the technician and an overall loss to the company.

Another example could be poor part delivery causing delays in production. The staff member ordering parts thinks they save the company money by buying from a lower price vender. Technician try to work with parts not suited for the job. Again it is clear to the person using the part, but these parts cost less. The person ordering the parts is doing their best. The shop saves money on parts but spends three times the amount on loss production.

Production employees may see the harm of getting pulled in the middle of a job due to poor scheduling. Being rushed to finish a job for the same reason. The person in scheduling is trying to optimize the schedule, get as many vehicles as possible in the shop. Complaints can get the production employee branded as having a bad attitude, or worse, so little may be said [fear.]

Working to remove barriers takes conquering fear [point 8] and building trust. Leaders [point 7] share their vision for the company. They clearly communicate how each job position fits the aim of the company. A leader will work to remove fear so that communication can work, in both directions.

Breaking down barriers requires communication. Communication, in my opinion, is not giving orders. Communication involves removing barriers to the free exchange of ideas and information. It entails listening and enabling the sharing of information with all. In order for all stakeholders to contribute to the aim of the business barriers between [all] departments need to be removed.

_________________
Louis Altazan
Owner/Manager AGCO Automotive Corporation
Baton Rouge, LA