Quality Progress - October 2017 - 16

Several years ago, I hired a quality technibecoming a punctual person. Without
cian
based on his solid résumé, interviews and
that change to his perception, any
My change in perception
recommendations.
Early on, he performed well.
changes to his reality will feel like an
resulted in new changes
He
quickly
picked
up
our procedures, seemed to
unfruitful burden.
to reality.
relate well to his coworkers and completed his
Think about your organization. Does
assignments on time. Soon, though, his perforit have procedures that seem pointless
mance began to lag and he started neglecting
or process steps that are meaninglessly
some of his responsibilities.
rubber-stamped? It may be that these
In response to his lagging performance, I began making changes to
changes in reality were made without a
his reality. First, I confronted him by means of informal conversations.
preceding change in perception.
With no improvement in his performance, I tried other means to motiWith my organization's problem with
vate him, including formal disciplinary actions and poor performance
failed new product launches, would the
appraisals.
added gaging and approval steps alone
I soon noticed that I had gradually started to manage my department
have transformed us into a zero-defect
around this gentleman by giving him only simple and less time-sensitive
supplier? Not a chance. We also needed
projects. That's when it occurred to me: I hired the wrong person.
a change in perception about the value
My attempts to change the reality of this person's performance yielded
of delivering defect-free parts. When our
little improvement for my department because my perception was
product quality is superior, our organizawrong. The moment my perception of this person's place in our organition is more profitable and our customers
zation changed, I began taking the right actions to remove him from his
perceive us as a better supplier.
position. My change in perception resulted in new changes to reality.
Bottom line: Superior delivered quality
De Brabandere summarizes this dual nature of change by explaining,
is good for everyone, and when the entire
"If you want to be a successful manager, you need to change twice."2
organization perceives that, the nuts and
bolts of a quality system will be more
readily received as a way of obtaining it.
Shifting focus
As quality professionals, we continuously influence our customers'
perceptions of our organizations. In the worst case, a poorly performing
Dynamics of change
quality system will result in a sudden shift in a customer's perception
Simply recognizing there are two halves
from "This is a good supplier" to "This is a bad supplier." Of course, the
to change isn't enough. Changes in reality
changes to reality will soon follow.
occur differently than changes in percepMore often, though, suboptimal quality results in negative cost varition, and understanding the dynamics of
ances, customer annoyances and administrative hassles. As we work to
these different types of change is one key
shift our organizations' perceptions to see that a high-achieving quality
in successfully implementing them in your
system benefits everyone, the changes in reality to make that system
business.
happen follow much more naturally. 
Changes in reality require action, and
those actions occur gradually over a span
REFERENCES
of time. For the chronically late man, these
1. Luc de Brabandere, The Forgotten Half of Change: Achieving Greater Creativity
actions included the uncomfortable conThrough Changes in Perception, Dearborn Trade Publishing, 2005.
2. Ibid.
versations with his boss and family, and
buying a new watch. With my organizaBIBLIOGRAPHY
tion's problem with new product launches,
De Brabandere, Luc, "Innovation vs Creativity," YouTube video, www.youtube.com/
watch?v=HddiIzEcFtI (case sensitive).
new gages and procedures comprised the
De Brabandere, Luc, "Two Types of Change Perception and Reality," YouTube video,
changes in reality. These types of changes
www.youtube.com/watch?v=WyOSf2-fXmU (case sensitive).
usually are performed by a team, and
deliver something new to the system. A
change in reality is called innovation.
Changes in perception are different.
They require no action, only thought. They
Ray Harkins is the quality manager of Ohio Star
Forge in Warren. He earned a bachelor's degree
do not occur over time, but in an instant.
in engineering technology from the University of
This type of change is called creativity.
Akron in Ohio. Harkins is a senior member of ASQ
Creativity is not a team event, but occurs
and IISE, and an ASQ-certified quality auditor,
engineer and calibration technician.
in the mind of an individual.

16 QP

October 2017 ❘ qualityprogress.com


http://www.youtube.com/ http://www.youtube.com/watch?v=WyOSf2-fXmU http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - October 2017

Seen and Heard
Progress Report
Mr. Pareto Head
Expert Answers
Career Coach
In Focus
The Results Are In
Visual Aid
Experimental Learning
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Try This Today
STANDARDS AND AUDITING GUIDE
Quality Progress - October 2017 - intro
Quality Progress - October 2017 - cover1
Quality Progress - October 2017 - cover2
Quality Progress - October 2017 - 1
Quality Progress - October 2017 - 2
Quality Progress - October 2017 - 3
Quality Progress - October 2017 - 4
Quality Progress - October 2017 - 5
Quality Progress - October 2017 - Seen and Heard
Quality Progress - October 2017 - 7
Quality Progress - October 2017 - Progress Report
Quality Progress - October 2017 - Mr. Pareto Head
Quality Progress - October 2017 - 10
Quality Progress - October 2017 - 11
Quality Progress - October 2017 - Expert Answers
Quality Progress - October 2017 - 13
Quality Progress - October 2017 - Career Coach
Quality Progress - October 2017 - 15
Quality Progress - October 2017 - 16
Quality Progress - October 2017 - 17
Quality Progress - October 2017 - In Focus
Quality Progress - October 2017 - 19
Quality Progress - October 2017 - 20
Quality Progress - October 2017 - 21
Quality Progress - October 2017 - 22
Quality Progress - October 2017 - 23
Quality Progress - October 2017 - 24
Quality Progress - October 2017 - 25
Quality Progress - October 2017 - The Results Are In
Quality Progress - October 2017 - 27
Quality Progress - October 2017 - 28
Quality Progress - October 2017 - 29
Quality Progress - October 2017 - 30
Quality Progress - October 2017 - 31
Quality Progress - October 2017 - 32
Quality Progress - October 2017 - 33
Quality Progress - October 2017 - Visual Aid
Quality Progress - October 2017 - 35
Quality Progress - October 2017 - 36
Quality Progress - October 2017 - 37
Quality Progress - October 2017 - 38
Quality Progress - October 2017 - 39
Quality Progress - October 2017 - Experimental Learning
Quality Progress - October 2017 - 41
Quality Progress - October 2017 - 42
Quality Progress - October 2017 - 43
Quality Progress - October 2017 - 44
Quality Progress - October 2017 - 45
Quality Progress - October 2017 - 46
Quality Progress - October 2017 - 47
Quality Progress - October 2017 - Statistics Spotlight
Quality Progress - October 2017 - 49
Quality Progress - October 2017 - Standard Issues
Quality Progress - October 2017 - 51
Quality Progress - October 2017 - 52
Quality Progress - October 2017 - 53
Quality Progress - October 2017 - 54
Quality Progress - October 2017 - 55
Quality Progress - October 2017 - STANDARDS AND AUDITING GUIDE
Quality Progress - October 2017 - 57
Quality Progress - October 2017 - Marketplace
Quality Progress - October 2017 - 59
Quality Progress - October 2017 - Footnotes
Quality Progress - October 2017 - 61
Quality Progress - October 2017 - 62
Quality Progress - October 2017 - 63
Quality Progress - October 2017 - Try This Today
Quality Progress - October 2017 - cover3
Quality Progress - October 2017 - cover4
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