rol” method, it ishelpful to keep in mind the original, tried and trusted method,where tight controls are placed on all translated documentsfrom the beginning to ensure that no sub-standard materialreaches the consumer, and also the filtering method that controlsthe operations and processes and places the priority onprevention of errors in these areas.Current opinion advocates the passage from one to the other;control from the outset replacing filtering efforts using a progressiveapproach. The practical impact of this course of actionis known, but the levels of its development vary considerably.For example, in order to apply the preventative approach
and control the processes, an organisation must possessresources and competences that are generally lacking insmaller, more modest companies.
This approach is inadequate. It should be regarded as a
temporary solution pending more efficient responses andimprovement of the source material. In fact, filtering allowsone to forget that the origin of quality is in the operationsthemselves and not in control and sorting. The cost involvedin using filtering as a form of quality control can be prohibitive,and in the face of competition, the long-term riskinvolved in this method is an important factor. Costs incurredbecause of poor quality can amount to up to 25% of production
costs.
Suppliers do not control markets, customers do, and no
customer is willing to pay for poor quality products. Customer
power combined with the pressure exerted on prices by competitors,
means that a lack of quality is a tangible element that
must be taken into account when calculating a company’s
profit margin. This can be done using the following equation.
PROFIT MARGIN = PRICE OF SALES –
LOSSES DUE TO LACK OF QUALITY
When a procedure is complex, and difficult to control, the
filtering process tends to reflect this and become entrenched
over the long term. Even on a temporary basis, one ends up
getting accustomed to this manner of organisation, and integrating
it into daily management practices.
Any interruption in this filtering process could affect quality,
and cause it to deteriorate rapidly. This means that at first
glance, filtering seems to be a legitimate form of quality control,
while in reality it addresses only the symptoms and not
the root causes.
When problems are brought to our attention we are embarrassed
and irritated, we say that we have tools to resolve the
problem, and pledge to change our approach so that causes
are addressed but urgency, the need to compete, means that
we interest ourselves in finding effective short-term solutions
that allow us to be competitive.
This urgency has existed for months, even years. The parable
of the woodcutter illustrates perfectly our obstinate behaviour
and failure to address this issue.
A person out for a stroll sees a woodcutter weary from
trying to cut wood with a blunt axe.
The stroller asks: “Why don’t you sharpen your axe?
Your work would be so much easier.”
“I do not have the time,” answers the woodcutter, sweat
dripping from his brow. “I must cut wood.”
Redoubling efforts to counteract effects rather than daring
to pause, analyse the situation and address the causes is a
common occurrence.
Recently, one of our customers asked us whether we could
carry out an update on one of their products. We had been
working on this product for yea
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