Rethinking Quality and Safety

This is a very nice lecture from Dr. Tony Burns. Tony suggests that ISO 9000 and similar standards anchor us in 19th-century concepts of quality—focusing on compliance over performance. This mindset, paired with statistical misinterpretations and an overemphasis on cost-cutting, undermines genuine quality improvement in organizations.

True process improvement is about minimizing variance and ensuring predictability. Instead of chasing fads like Lean Agile or superficial ISO compliance, Tony suggests that, for quality management, we should use simple yet powerful tools like control charts and histograms. Furthermore, Toyota’s approach to empowering employees through quality circles shows the transformative potential of engaging workers at all levels.
So, senior management must step away from focusing solely on compliance and cost-cutting. The shift to genuine quality improvement begins with clear operational definitions and the use of proven methods like the Plan-Do-Study-Act (PDSA) cycle.

Safety beyond standardization
I see a parallel in safety management. Deregulation was originally aimed at autonomy for organizations, but it often results in excessive documentation and standardization due to audit demands and managerial insecurities. While predetermined frameworks can, maybe, handle simple systems, they falter in the complex interaction of people, technology, and organizations. The resulting emphasis on administrative safety detracts from operational safety, and this leaves daily worker protections under-resourced.
Engaging the entire workforce—beyond just management or specialists—supports innovation and creativity rooted in fundamental principles.