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Jimmy began a personal contact campaign: he visited customers repeatedly, sometimes 10 a day, to make it clear he was not happy with the way the in-plant had been operating and he was serious about changing things. He spent many late nights at work during this period.
To improve quality, he analyzed problems in the process, refusing to dwell on errors and blame. As the process improved, so did quality. Employees' attitudes followed suit. A 1997 survey generated 51 replies. Only four rated quality and service unacceptable. He still had a long way to go, but he knew he was on the right track.
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- Companies:
- Hewlett-Packard
- People:
- Deborah Leliaert
- Jimmy Friend
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