Long before we heard the phrase “Quality is Job #1,” various movements initiated the concept of systematically improving product quality. Dr. W. Edwards Deming, considered the father of the quality movement, began championing his ideas for a statistical approach to quality in the 1940s and ’50s. The United States was the strongest industrial power at the time, but apparently no one saw the need for what he was prescribing. While Deming’s message fell on deaf ears in America, Japan desperately needed to rebuild its economy after World War II. Deming taught Japan’s top management how to improve design (and thus service), product quality, testing, and sales. In the 1970s, the U.S. market share in the automotive industry began to plummet due to the quality and price gap between U.S. manufacturing and Japanese imports. The economic impact reverberated throughout the U.S., creating the impetus for us to change our ways. This movement continues to bear fruit in many American industries today.

Over the past several decades, a variety of programs, initiatives, and standards have evolved specific to quality improvement, performance, and business excellence. Some of the more prominent approaches include Total Quality Management, the Malcolm Baldrige National Quality Program, Six Sigma, ISO-9000, and Lean Manufacturing. All of these programs have contributed to the Execution Revolution about to occur today

Six Disciplines Execution Revolution by Gary Harpst.

Six Disciplines provides accountability to clients so that they stay focused on strategy and to ensure that “quality is job #1”.



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