Mike Fraga (VP Quality, Florida Power and Light) Min 1:37 to 1:54 "If you do not seek continuous improvement in all that you do you really have not implemented a true quality process. Quality improvement means there is continuous improvement. You have to do continuous organizational self assessment."
"Continuous improvement" isn't accomplished using the "typical" method of infrequent "site-visits" by the architect because he is editing results and not managing the process that produces them.
If you want a specific result in golf course architecture, you have to plan for it, explain it, monitor it and refine it. You may even have to stop folks from refining it too much!
"...the number of defective items that an inspector finds depends on the size of the work load presented to him (documented by Harold F. Dodge in the Bell Telephone Laboratories around 1926).
An inspector, careful not to penalize anybody unjustly, may pass an item that is just outside the borderline. The inspector in the illustration on page 265 of the same book (Out of Crisis), to save the jobs of 300 people, held the proportion of defective items below 10 per cent.
In the golf course design-construction industry an architect making infrequent "site-visits" may let borderline work pass in order to cover for the inadequacy of his working method. "Good enough" or worse makes the passing grade where daily leadership would allow for continuous improvement of all elements.
Tony Ristola
agolfarchitect.com
agolfarchitect@yahoo.com
+49 (0)173 450 4552
+1(909) 581 0080
