Minute 1:27 to 1:38
Don Peterson (Former Chief Executive, Ford Motor Company):
"... whenever you're having a problem, 80 to 85% of the time it is not people, it's the process... it's the design itself, it's something people can't do a thing about."
Minute 09:19 to 09:25
Koji Kobajashi (Former NEC President):
"... the important thing was that quality control was about people not products."
Golf course design and construction are two separate but integrated fields; Art and engineering.
The engineering, the pipes in the ground, compacting material and the like are industrial processes that are repetitive. These can be accomplished by proud, expert tradesmen.
The art of design is a far more difficult prospect. Each golf course is unique, and the "knowledge" of that unique vision is locked in the architect's head. It's why many courses fall short.
Only the architect can guide the vision and exploit every opportunity to improve the project.
Only the architect can implement "continuous improvement" of the design. This cannot be accomplished with infrequent "site-visits".
Infrequent is not constant or continuous.
It's why the best courses have the architect leading the effort because he is providing the critical knowledge, explaining his vision.
He is continuously improving the design... on a daily basis.
The workers have more fun because they are given every opportunity to excel... creating excellence, and they are on the lookout too because they have the decision maker there... who can listen and act... or not on their input.
There is minimal waste... so it's more cost effective too.
"Continuous Improvement" is not easy, and is why few architects in the history of the profession have applied themselves this way.
Tony Ristola
agolfarchitect.com
agolfarchitect@yahoo.com
+49 (0)173 450 4552
+1(909) 581 0080
