Brave new e-world I just read Scott M. Paton's June 2000 column and wanted to thank you for calling out the need for
e-quality improvement. I would add that it is not just the dotcoms that aren't focused on quality management. It's rare that I meet a Gen Xer or Yer high up in any hip, new,
progressive Web-based company who understands or has any type of initiatives related to the most basic components of quality management. Speed, innovation and strategic
alliances are the mantra of this generation of managers. Even in most leading business schools, Six Sigma may only be briefly mentioned in a first-year operations or statistics course. --Graham Schelter I loved Scott M. Paton's editorial. His sense of humor and insight are refreshing. I, too, attended the Annual Quality
Congress as a presenter and wondered the same thing about e-commerce. It's good to see I wasn't the only one. --Desiree Gibson Quality Day at the Guasparis' John Guaspari's June 2000 article was one of the most entertaining I've read in a long time. I saw some
similarities when I attempted to take my family through the Covey family mission statement process about seven years ago. I'm also looking forward to Guaspari's next book. Thanks.
--Fred Clingman I read John Guaspari's short story today over lunch. It struck all of my funny bones, and I barely choked down my meal. My only question is,
"Did he really do this?" --Robert Lummus Project management In reading
over H. James Harrington's June 2000 column on project management for the third time, I found myself wanting to define or quantify the word "project." Let me explain: This past year, I was
certified as an MTQ (Managing Total Quality) specialist and as a Black Belt in Six Sigma. As manager of quality and performance in our organization, I see "projects" of all sizes and shapes,
which at the organizational level will have an effect on the budget and performance of the company. I truly understand the need for all of the tools of project management, as the article states. In my organization we also have the Green Belt certification level of Six Sigma for the frontline employee. Should the smaller, more tactical projects that affect processes at
the work level use all of the tools of project management? The time spent to initiate and maintain the "nine major headings of project management" would, in my mind, reduce efficiency and
economic activity for projects on the smaller, more tactical scale. Second, I would like a copy of ISO/SC-10006. Where can I obtain this? --Rodney Dotson H. James Harrington responds: A project is defined by ISO and the Project Management Institute as "a temporary endeavor undertaken to create a unique product or
service." All projects should be managed using all nine elements. The degree of sophistication and documentation will vary greatly based upon the scope of the project. Even Green Belt projects
consume resources, so Green Belts should consider the risks related to their solutions. Resources that are deployed on any task should be planned for. I like to have at least one approved project
for each functional area Green Belt activity that provides guidance and budget. Each Green Belt activity becomes a task that is part of the approved function's efforts, thereby minimizing
paperwork and time. You can obtain copies of ISO quality standards such as ISO/SC-10006 from the American Society for Quality, 611 E. Wisconsin Ave., Milwaukee, WI 53201, (800)
248-1946, www.asq.org. Looking for a little service I just wanted write in regard to H.
James Harrington's May 2000 article. It echoed my thoughts exactly. He did a great job and is not alone. I am a production supervisor for Superior Furniture, located in Belton, Texas. I have had
the same experiences ranging from banks to insurance companies to 401k providers and, yes, even travel agencies. Even though I am only 29 years old, I still believe that the old system of fast
personal service is the best method. --Chris Winkler |
