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DVD Library 5 Teams, Strategy and Definitions
A Hundred Improvements. In this segment, Royal Ford Lincoln Mercury (a Canadian car dealership) finds a creative way to get all 45 employees involved in the company’s quality efforts. A program designed to institute “100 improvements in 100 days” tapped into the creativity of the workforce. Each employee was empowered to identify and implement two quality improvement ideas.
An Exercise in Synergy. The value of teamwork can be dramatized using this truly interactive Quality Minute. The segment shows twenty images in quick succession. Have individual viewers make their own list of what they saw. The average individual will recall 6-10 of the images. Then ask the viewers to make a list as a team. Most teams will remember 18-20 images.
Big Apple Crime. A well-implemented strategic quality plan (with specific goals and measures) helped New York City dramatically reduce crime rates. In a city once infamous for crime problems, New York can now boast one of the lowest crime rates for a major metropolitan area.
Don't Cook Your Chicks. A chicken egg takes 21 days to incubate. No more, no less. Quality pioneer Dr. Joseph Juran uses a blow torch on some eggs to dramatize that some processes just can’t be rushed. Similarly, a company embarking on quality efforts needs to allow ample time for changes in its culture and structure to take hold.
Fad Diets. Fad diets don't keep the weight off, because there is no permanent effort to change eating habits and lifestyle. There’s a parallel to quality efforts, as we see in this segment.
Galileo. The concept of cultural resistance is dealt with in this example that goes back to the days of Galileo. 400 years ago, the concept that the earth revolved around the sun represented radical change from long-standing beliefs. So radical, astronomers who promoted such ideas could be burned at the stake. The segment offers specific suggestions on how to deal with cultural resistance.
Hannaford Brothers. In this segment, we see how self-directed work teams (empowered employees) helped this grocery distribution company become an industry leader with annual revenues of over $2 billion.
Honey Bottles. One of the America’s largest honey packers improved quality and reduced costs by partnering with one of its bottle supplier. Together they created a new design for the traditionally shaped honey bottle. The new bottle looks nearly identical but is lighter and much less susceptible to breakage.
Kelly Services. Quality awareness is a fundamental building block in creating a quality culture. This temporary staffing organization uses a clever and innovative game to help communicate key quality concepts to all of its employees.
Kodak's Core Competencies. With a clear vision and a solid strategic quality plan to support it, any organization can not only thrive in its current market, but also expand into new markets. By separating its core competencies from its core business, a division of Kodak increased sales by expanding into entirely new markets.
Project Sobriety. In this segment, Dr. J. M. Juran tells a hilarious story to suggest that data collection and analysis are not always as simple as one might think. A good segment to point out the pitfalls of using amateurs to collect and analyze statistical data.
Ritz-Carlton Line-ups. Malcolm Baldrige National Quality Award winner, The Ritz-Carlton Hotel Company, has found a way to use a long-standing tradition to communicate and reinforce its quality objectives to all employees.
Safety Shoe. In the early days of factories, the “safety shoe” was introduced to protect workers’ toes from dropping objects (a serious safety problem at the time). But despite the shoe’s proven technological benefits, the workers wouldn’t wear them. Why? The culprit was a social issue that over shadowed the technological benefits. The segment illustrates the importance of understanding and anticipating those social issues that can impede quality efforts.
Stone Hill Winery. The difference between a company’s “mission” and “vision” is made sparkling clear in this example. By clearly distinguishing between the two, Stone Hill Winery was able to increase sales by over 70 percent and create a huge and loyal customer base.
Telephone Directories. Organizations must provide a structure that encourages employee involvement. In this example, a phone company redesigned the way it had traditionally created telephone directories to give more responsibility to employees. As a result of the new process, employee turnover dropped from 28 per year to zero. Absenteeism decreased from 3 percent to .5 percent, and errors plummeted from 4 per 1,000 lines of type to 1 per 1,000 lines.
The Little Railroad that Could. Your company’s mission states what business you are in. Your company’s vision states what business you would like to be in. This segment shows how a small railroad in Maine turned its fortunes around (from near foreclosure to remarkable growth and prosperity) by clearing defining and executing a new vision for its future.
The San Diego Zoo. In this extended Quality Minute segment, we take a detailed look at how the San Diego Zoo is effectively using self-directed work teams to improve the quality of its business. Some of the resulting benefits of this new approach include a reduction in workers’ compensation claims, higher job satisfaction, lower absenteeism, and an increase in guest attendance.
The Village Blacksmith. The village blacksmith of yore is used to illustrate the value of understanding every function of the business (development, design, purchasing, production, inspection, sales, service, etc.). Like the blacksmith who personally participated in every one of these functions, empowered employees need to develop a clear understanding of the interrelationships of all business functions.
Triumph Motorcycles. Senior management at Triumph reversed its fortunes by developing a new vision and deploying a new strategic quality plan. A few years later, the company had boosted sales by over 90 percent and surpassed both Harley-Davidson and BMW in market share in the UK.
What is Quality? A Honda and a Rolls Royce are used to dramatize two different but important definitions of the word "quality" – product features and freedom from deficiencies.
A Hundred Improvements. In this segment, Royal Ford Lincoln Mercury (a Canadian car dealership) finds a creative way to get all 45 employees involved in the company’s quality efforts. A program designed to institute “100 improvements in 100 days” tapped into the creativity of the workforce. Each employee was empowered to identify and implement two quality improvement ideas.
An Exercise in Synergy. The value of teamwork can be dramatized using this truly interactive Quality Minute. The segment shows twenty images in quick succession. Have individual viewers make their own list of what they saw. The average individual will recall 6-10 of the images. Then ask the viewers to make a list as a team. Most teams will remember 18-20 images.
Big Apple Crime. A well-implemented strategic quality plan (with specific goals and measures) helped New York City dramatically reduce crime rates. In a city once infamous for crime problems, New York can now boast one of the lowest crime rates for a major metropolitan area.
Don't Cook Your Chicks. A chicken egg takes 21 days to incubate. No more, no less. Quality pioneer Dr. Joseph Juran uses a blow torch on some eggs to dramatize that some processes just can’t be rushed. Similarly, a company embarking on quality efforts needs to allow ample time for changes in its culture and structure to take hold.
Fad Diets. Fad diets don't keep the weight off, because there is no permanent effort to change eating habits and lifestyle. There’s a parallel to quality efforts, as we see in this segment.
Galileo. The concept of cultural resistance is dealt with in this example that goes back to the days of Galileo. 400 years ago, the concept that the earth revolved around the sun represented radical change from long-standing beliefs. So radical, astronomers who promoted such ideas could be burned at the stake. The segment offers specific suggestions on how to deal with cultural resistance.
Hannaford Brothers. In this segment, we see how self-directed work teams (empowered employees) helped this grocery distribution company become an industry leader with annual revenues of over $2 billion.
Honey Bottles. One of the America’s largest honey packers improved quality and reduced costs by partnering with one of its bottle supplier. Together they created a new design for the traditionally shaped honey bottle. The new bottle looks nearly identical but is lighter and much less susceptible to breakage.
Kelly Services. Quality awareness is a fundamental building block in creating a quality culture. This temporary staffing organization uses a clever and innovative game to help communicate key quality concepts to all of its employees.
Kodak's Core Competencies. With a clear vision and a solid strategic quality plan to support it, any organization can not only thrive in its current market, but also expand into new markets. By separating its core competencies from its core business, a division of Kodak increased sales by expanding into entirely new markets.
Project Sobriety. In this segment, Dr. J. M. Juran tells a hilarious story to suggest that data collection and analysis are not always as simple as one might think. A good segment to point out the pitfalls of using amateurs to collect and analyze statistical data.
Ritz-Carlton Line-ups. Malcolm Baldrige National Quality Award winner, The Ritz-Carlton Hotel Company, has found a way to use a long-standing tradition to communicate and reinforce its quality objectives to all employees.
Safety Shoe. In the early days of factories, the “safety shoe” was introduced to protect workers’ toes from dropping objects (a serious safety problem at the time). But despite the shoe’s proven technological benefits, the workers wouldn’t wear them. Why? The culprit was a social issue that over shadowed the technological benefits. The segment illustrates the importance of understanding and anticipating those social issues that can impede quality efforts.
Stone Hill Winery. The difference between a company’s “mission” and “vision” is made sparkling clear in this example. By clearly distinguishing between the two, Stone Hill Winery was able to increase sales by over 70 percent and create a huge and loyal customer base.
Telephone Directories. Organizations must provide a structure that encourages employee involvement. In this example, a phone company redesigned the way it had traditionally created telephone directories to give more responsibility to employees. As a result of the new process, employee turnover dropped from 28 per year to zero. Absenteeism decreased from 3 percent to .5 percent, and errors plummeted from 4 per 1,000 lines of type to 1 per 1,000 lines.
The Little Railroad that Could. Your company’s mission states what business you are in. Your company’s vision states what business you would like to be in. This segment shows how a small railroad in Maine turned its fortunes around (from near foreclosure to remarkable growth and prosperity) by clearing defining and executing a new vision for its future.
The San Diego Zoo. In this extended Quality Minute segment, we take a detailed look at how the San Diego Zoo is effectively using self-directed work teams to improve the quality of its business. Some of the resulting benefits of this new approach include a reduction in workers’ compensation claims, higher job satisfaction, lower absenteeism, and an increase in guest attendance.
The Village Blacksmith. The village blacksmith of yore is used to illustrate the value of understanding every function of the business (development, design, purchasing, production, inspection, sales, service, etc.). Like the blacksmith who personally participated in every one of these functions, empowered employees need to develop a clear understanding of the interrelationships of all business functions.
Triumph Motorcycles. Senior management at Triumph reversed its fortunes by developing a new vision and deploying a new strategic quality plan. A few years later, the company had boosted sales by over 90 percent and surpassed both Harley-Davidson and BMW in market share in the UK.
What is Quality? A Honda and a Rolls Royce are used to dramatize two different but important definitions of the word "quality" – product features and freedom from deficiencies.
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