Dr. Harrington Receives Doctorate of Philosophy

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Performance Improvement H. James Harrington
“The degree was conferred upon Dr. James Harrington for his immense contributions, remarkable achievements and distinguished accomplishments

On April 16, 2013 Dr. H James Harrington was presented with an Honorary Degree of Doctor of Philosophy from the Sudan Academy of Sciences.

The Degree of Doctor of Philosophy was conferred upon Dr. James Harrington for his immense contributions, remarkable achievements and distinguished accomplishments in the field of Quality ...

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Are Quality Methodologies All Smoke and Mirrors? Part Three

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Performance Improvement H. James Harrington
“Quality shouldn’t be measured by cost savings.”
In the first post of this three-part series, I reviewed an interview that was conducted in 1988 with F. James McDonald, president of General Motors. In this interview he explained what GM was doing to improve quality and customer satisfaction. Typical activities that GM was involved in during that period were:
  • Top management involvement in leadership in the quality ...
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Are Quality Methodologies All Smoke and Mirrors? Part Two

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Performance Improvement H. James Harrington
“If GM Can’t, Why Can’t They?”

Last week my post “Are Quality Methodologies All Smoke and Mirrors? Part One” was a review of my interview in 1988 with F. James Mc Donald, the CEO of General Motors Corp. at that time. The interview focused on what GM was doing to bring about a radical change in the quality of all of their products.

McDonald said the ...

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Are Quality Methodologies All Smoke and Mirrors? Part One

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Performance Improvement H. James Harrington
“Can we blame quality programs for GM’s demise?”

World War III has begun. This time it’s not a war of battleships, bullets and bombs—this is an economic war. The weapons are televisions, steel, cars, and clothes. This is a war where we have no allies. Every nation is out to capture more of its share of the U.S. and world’s market. We are being attacked with tires ...

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Thirteen Fundamental Truths

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Performance Improvement H. James Harrington
“The more things change, the more they stay the same”

Back in 1986 I documented a list of 13 fundamental truths that applied to all organizations. I ran across these statements recently when I was looking for some comments made by a past IBM president that I wanted to use in a new book I am writing. As I thought back over the past 25 years, I ...

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If TQM is Dead …

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Performance Improvement H. James Harrington
“Its blood stains the hands of those who implemented it poorly”

Many people believe that total quality management (TQM) is dead, that the memorial service is over, and that the flowers have all withered and died. They believe TQM was a fad that didn’t produce the desired results. I’ve seen figures that would lead people to believe that up to 70 percent of the organizations that tried ...

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Goodbaby International: A World-Class Quality Model

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Performance Improvement H. James Harrington
“A tour of China’s award-winning factory for children’s products”

In October 2011, I attended the 3rd Business Excellence Global Conference and the 17th Asia Pacific Quality Conference held at the Marina Bay Sands hotel in Singapore. One of the highlights of the conference was the awards banquet held on October 17, where the Global Performance Excellence Awards (GPEA) were presented.

This award reflects the concepts defined in ...

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Who Owns the Process?

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Performance Improvement H. James Harrington
“Usually, no one”

A process owner is appointed by management to ensure that a major cross-functional process is both effective and efficient. This is a key concept that must be understood for any process improvement strategy to work. Conventional functional management, where leaders are assigned to departments or functions, has worked well for a number of years, but it has its shortcomings. Competition within an organization, although healthy in some cases, can ...

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Tenfold Improvement

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Performance Improvement H. James Harrington
“Six Sigma began with upper management’s demand for radical change”

In 1979, recalled John A. Young, former president of Hewlett-Packard Corp., “I launched a new quality campaign by announcing what I call a ‘stretch objective.’ I asked our product failure rates to be cut to one-tenth their current levels by the end of the 1980s. Why ask for a factor-of-10 improvement number? If I called for an improvement of only two-to-one, our ...

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Streamlining the Federal Government

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Performance Improvement H. James Harrington
“A letter to President Obama”

The following letter was sent to President Obama in response to his January 14, 2012 Saturday address to the nation on “Helping American Business Succeed”. You can view this 3 ½ minute video @ The White House – Helping American Business Succeed

President Barack Obama
The White House
1600 Pennsylvania Avenue NW
Washington, DC 20500

Subject: Streamlining the Federal Government

Dear Mr. President,

Let me applaud your action that is directed ...

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