If anything is worth doing it must be done 101+ and to the best of your ability

Belief No 2. Excellence

2. Excellence – to strive to be the best in everything we do; to hire and train the best; to practice the best processes.

Customer service and excellence goes hand in hand. Thus we have many activities where we train our staff to do things together well. 

 1.  If let us say we are going to have PE, we expect 100% attendance and to be on time  We do not want sorry people who cant seem to get their habits in order -  late and all excuses.

2.  Hataw or any project is a test of the excellence of the team leader and the members.    A test of excellence of their knowledge, their skills, competence and unity and team work. to get things done  As in HGGMP,  where initially the head objected to the Hataw, and right now that negativism was left, then the former leader left nothing but dissension and bad vibes

The members did not understand the new correct procedures and recalled past practices. (This not allowed)

The members were talked to:  here at 3ffb and in their territory and given test.  

It is a test of the skill of the trainers (3ffb) and the person concerned.  It takes two to tango.  The mistakes of the sbu is like a vomit that goes back to our faces as we throw it up

3   Excellence is part of a system

We can not force our employees to have quality output if our system prevents or inhibit them from doing so.

There has to a constancy of purpose, training (not slogans and exhortation) security of tenure of employees to quality initiatives to flourish.   We have to invest in equipment and process to make the quality system work.

      1.  Deming's 14 Points are as follows:

1. 1 Create constancy of purpose for improving products and services.
2. 2. Adopt the new philosophy.
3. 3.  Cease dependence on inspection to achieve quality.
4. 4.  End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
5. 5 Improve constantly and forever every process for planning, production and service.
6. 6. Institute training on the job.
7. 7.  Adopt and institute leadership.
8. 8.  Drive out fear.
9. 9,  Break down barriers between staff areas.
10. 10,  Eliminate slogans, exhortations and targets for the workforce.
11. 11.  Eliminate numerical quotas for the workforce and numerical goals for management.
12. 12.  Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.
13. 13. Institute a vigorous program of education and self-improvement for everyone.
14. 14.  Put everybody in the company to work accomplishing the transformation.

These total quality management concepts can be put into place by any organization to more effectively implement total quality management. As a total quality management philosophy, W. Edwards Deming's work is foundational to TQM and its successor, quality management systems.

ASQ - Demings 14 points on quality

2.   We operate in an environment of system.   Every object is a system.   Problem arise not a linear way, but in system way In the Peter Senge work, system means that every item in the world, workplace are interrelated,   A break down in one part provokes initiate the breakdown of the the next part/component and the entire system.  We thus cant blame any one, and we have to search for every other possible causes.  Success or failure is not caused by a single event or factor

In the air crash investigation, we find out that seldom it is the pilots error.  It can be caused by series of mistake, an error in loading the fuel, loading the baggages, the air traffic controller, the misunderstanding between the tower and the pilot, and many more.

In breakthrough thinking, we know about the system principle, the hopper model there are 7 parts of a system;

     1.  input

     2.  output

     3.  throughput

     4.  environment

     5.  information aid

     6.  human aid

     7. catalyst

Thus a chair is seating system, the ball pen is a writing system.

We often talk about "palpak" project, or organization as not having a system.

Thus, the mistakes in Calamba could have been prevented if we look at the following:

     1.  human aid -  training,support and encouragement rather than other negative factors coming into play like a supervisor haranguing the staff, not devoting time for training.

        training the trainors (those who were assigned from other sbus were themselves trainees whose competency are dubious;  they should have been trained, examined and certified. 

        2.  information aid -  manuals  power point that should be presented and discussed in detail.   

       3.  environment -   we could not prosper in  a spirit of fear and distrust.  Somebody remarked that in Calamba there could be several bosses:  the project engineer, the controller, the sales director who keep on complaining and dictating what our staff should do.

     Deming is correct -  WE SHOULD INSTITUTE LEADERSHIP.  We should train our staff to have backbone, critical thinking and decide what is right 

Jorge  U. Saguinsin

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