A new employee comes to work enthused, wanting to make a contribution and frequently offering suggestions. Although some ideas may lack practicality, a refusal given with a logical explanation is part of the learning process and is not viewed negatively. Employees soon recognize that life is easier if they simply keep quiet and just do their jobs. This presents a hidden problem whenever top management stresses the importance of quality. Many employees feel they have tried to make improvements but the system restricts their efforts.
Motivational speeches accomplish little, if anything.
What is needed is an ongoing process to focus a firm's quality efforts. A quality council should be established to place worthwhile suggestions on an authoritative agenda, coordinate cross-functional teams, oversee schedules, and provide a continuous mechanism to reinforce the need for high quality. The council should be composed of key management people and chaired by a powerful vice president who is also a member of the executive committee. Reporting relationships for the quality council are shown in Figure 4. Many CEOs are aware that a quality council alone cannot bring about the attitude changes necessary to sustain continuous quality improvements.