For Kina er så nogenlunde det samme sted som Japan i 1950erne. Den japanske regering og landets virksomheder reagerer i den grad også på en anden måde end kineserne, der forsøger at mørkelægge den slags sager. Kineserne kan i det hele taget lære af japanerne, der i dag er kendt for deres besættelse af god kvalitet.
In China, workers are too afraid to report even the most obvious production errors or the most egregious cases of unethical misconduct. Working with many factories, I have seen line operators reluctant to report anything at all. Managers ignore issues that might cause embarrassment. Everyone involved is making a risk calculation, determining that staying silent reduces the likelihood of trouble, at least in the short run. Where workers ought to speak up, the inclination is to look the other way instead.
One of China’s problems is that efforts to improve quality are focused on the finished product only. Every time a scandal erupts, the answer has been to test more of the finished product. This after-the-fact approach is no match for an emphasis on continual, systemic improvement. As Deming suggested, “we should work on our process, not the outcome of our processes.”
(Jeg har ikke fået skrevet om melaminen endnu, for det skete mens jeg var på ferie. Coming up.)