Out of the Crisis.Org

[Louis Altazan]

After being introduced to the Deming philosophy, my first question was, “Where do I start?” Looking back, I’m not sure there is a wrong place to get started. For me the first step was realizing I had to change. This meant changing myself before attempting to change others.

By understanding point one I knew the changes I purposed had to be long-term. This meant they had to be well thought out. It also meant they had to be “doable.” Something I could commit to and stay with. Proposing lofty changes and not being able to follow through would be worse than doing nothing.

I also felt it important to state clearly what I intended to do, my aim. If I stated this clearly and made everyone aware of it, my progress could be measured. I sat down and prepared to type it out; nothing. I thought much harder, still nothing. Two days later, still nothing. I had no idea what my aim was.

Weeks passed, each night I would try, but could not state a clear aim for my company. I could put words on paper, but I knew, they either did not convey my meaning or were not something I could accomplish. Finally I decided instead to list five behaviors that I thought were important. These would be my aim until I could define it more clearly. In some cases these were also a departure from the way things had been in the past.

1. Always truthful in dealings with clients and one another.
   
2. Not release vehicle to client until technician is satisfied they have done a good job.
   
3. Cooperation and helping others is more important than accomplishing individual goals.
   
4. On completion of work ahead of plan, optimize the time gained, to the benefit of all.
   
5. Understand different client’s needs and expectations.

If I could accomplish these I felt I would be well started. I printed business card sized reminders, laminated them and gave them to everyone in the company. Each staff member was instructed that these were a promise and I was to be held to it. At any violation, just bring out the card and show it to me as a reminder.

This seemed to work quite well. I was called on a few points, on a few occasions. I also noticed staff members complying to the same rules. Any infraction would bring out a card and soon they became, “The way things are done.”

A few weeks later, I drafted the company aim and posted it. The aim has been restated over the years as the business has changed. It has also been shortened to what I believe is the core message. My point is, where you start is not as important as getting started. Each business will have different challenges, at different times. By reading the fourteen points and applying them things will begin to change.

Equally important, in my case was to begin to think statistically. Learning the difference between common cause and special cause problems and how each is solved. Getting started may be like the commercial suggest, Just Do It!

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