January 1997
"The worker has a right to be proud
of his work and the right to do a good job." These are the
words of the late Dr. Deming, founding father of the worldwide
quality movement in his book Out of the Crisis.
Dr. Deming may have been thinking of the
craftsmen who build our homes. During field examinations for
the National Housing Quality award, we consistently find a feeling
of accomplishment in trade contractors who work with builders
at the highest levels of quality. NHQ award winning builders,
though high quality expectations, give their craftsmen a sense
of pride.
The pride that comes with meeting high
expectations explains why trade contractors, when asked to set
their own quality requirements, often exceed that of their builders.
Triple Crown, a 1996 NHQ small volume winner, involves trade
contractors in setting specifications for quality workmanship
in collaborative meetings with each trade. Through this process
the craftsmen define the level of workmanship that dignifies
their work and meets high standards. In nearly all trades, quality
standards have gone up. Contract prices have remained unchanged.
Lowering expectations for trades that have
difficulty meeting quality requirements is detrimental to their
future success. They will not have pride in their work. Such
policies hurt those that they are meant to protect. The question
is not whether to expect the best, but how it will be achieved.
As Deming puts it, "We can no longer tolerate commonly accepted
levels of defects."
The message that everyone needs to hear
is, "You can do it and I will help." Close inspection
highlights the importance of their work. When problems arise,
each quality deviation is a moment of truth. Unwavering demand
for workmanship quality serves to reinforce a commitment to the
craftsman's pride in each home that is built. Only a level of
quality that allows the craftsperson to take pride in his or
her work will do.
Achieving consistent high quality performance
may require upgrading of the craftsman's skills, tools or materials.
In partnership with the trade contractors, the builder can help
identify root causes of problems and take action to prevent them.
Step by step, builders and their trade contractors work together
to achieve the highest levels of quality excellence.
To achieve quality, there is no substitute
for leadership. The builder plays a central role by leading the
improvement process. This leadership fuels the transformation.
It creates expectations for performance excellence. It allows
craftsmen to be satisfied with their own work before moving on
to the next task. It reinforces their self-discipline to be true
to themselves and do a job of which they can be proud.