http://www.sixsigmatraining.org/leading-six-sigma/does-lack-of-ethics-explain-chinas-quality-control-problems.html?source=rss Lean Six Sigma Training and Information Fri, 20 Jan 2012 19:04:46 +0000 hourly 1 http://wordpress.org/?v=3.2.1 http://www.sixsigmatraining.org/leading-six-sigma/does-lack-of-ethics-explain-chinas-quality-control-problems.html/comment-page-1#comment-21 Gene Barker Tue, 28 Apr 2009 18:58:39 +0000 http://www.sixsigmatraining.org/?p=1128#comment-21 My experience is the same as yours. I have not found the Chinese to be any less ethical then others. One mistake that many US companies make when off loading work to China and other countries is that they fail to explain the "why" behind "what" they want. This is especially true when specifiying the use of a specific process. They then encourage the supplier to innovate. People in any culture will provide a WHY - and in most cases it will not be correct. They will then use that WHY as a check when making changes. And customers that require that suppliers review every change with them before implementation do not adequately resource this review process to provide timely responses. This leaves the suppliers faced with pressure to reduce costs and improve delivery. The result will be process changes and other actions that make technical sense to the supplier based upon their self determined WHY, but may be in direct conflict to the true why. And many process changes are not readily detected by final inspection techniques. It is important that the customer provide on site support, process oversight be conducted and that personal relationships be established. This includes never demending more from the supplier and his processes then can consistently be expected. The customer must "walk the Talk" - a tough demend but one that must be meet anywhere in the world. My experience is the same as yours. I have not found the Chinese to be any less ethical then others.
One mistake that many US companies make when off loading work to China and other countries is that they fail to explain the “why” behind “what” they want. This is especially true when specifiying the use of a specific process. They then encourage the supplier to innovate. People in any culture will provide a WHY – and in most cases it will not be correct. They will then use that WHY as a check when making changes. And customers that require that suppliers review every change with them before implementation do not adequately resource this review process to provide timely responses. This leaves the suppliers faced with pressure to reduce costs and improve delivery. The result will be process changes and other actions that make technical sense to the supplier based upon their self determined WHY, but may be in direct conflict to the true why. And many process changes are not readily detected by final inspection techniques.
It is important that the customer provide on site support, process oversight be conducted and that personal relationships be established. This includes never demending more from the supplier and his processes then can consistently be expected. The customer must “walk the Talk” – a tough demend but one that must be meet anywhere in the world.

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