On Wed, 3 Jul 1996 04:55:53 -0400 John Zavacki wrote:
> In the early days of TQM in the States, we talked about empowerment as
> giving everyone the tools and knowledge to do the job right. The key to
> quality was seen to be the planning function. I still see it that way.
> Although I realize the tremendous impact of cultural issues outside of
> tools and metrics, it still appears to me that the design of metrics for
> performance (core competency metrics, performance change metrics, customer
> satisfaction metrics, etc.) and an information infrastructure based on the
> physical flow of information in the organization will do more to empower
> teams and individuals than any other effort.
Just two small queries:
a) Who decides the nature of these metrics, and which metrics are
the most important ? (i.e. it may not be possible to reach all targets at
all times)
b) If there are major changes in the organization's environment in
the future, who decides whether to shift the 'goalposts' and to where?
Andrew Rowe (adrowe@essex.ac.uk)
--andy rowe <adrowe@essex.ac.uk>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>