The DQLP is not as clear as it needs to be. My one regret is that we launched it as a contest back in 1992 rather than a continuous improvement process. Some saw it as a temporary kind of change. If you get down into the operations, we ve spent too much time on the way in which we fill out the form the completeness of the form or the jargon that s associated with the process. In some cases, we have not spent enough time on the results of the process itself.
Remediation is the key where most of the action takes place.
We re trying to assure that it s a process that works for the Dana Corporation and that it continues to reflect the values that are so important to the culture of our company. Part of what these committees do is to assure that we are capitalizing on best processes and leveraging the approaches that have delivered proven results. So, it s an effort to coordinate more effectively throughout the organization. Most of them have established monthly continuous improvement meetings where they are measuring their performance against specific metrics that have been developed with their key customers. I think we are doing a lot of the right things, but we can always do better.