As we approach final plant design, the pace is beginning to accelerate at Promethean. Countless things to do, an unending cadre of decisions to be made, and a score ofÂ activities to be completed make for some hectic days and long nights.
And as the days pass and we approach completion, I am now beginning to focus on those things that together comprise the most important thing, the end result. One essential thing occupyingÂ the mindÂ is quality.
‘Quality’ plays a part in everything we do. Quality of service,Â process quality, and product quality.Â
In my view, an alternative energy company, much like a bank, is a companyÂ reliant on the public trust.Â Â Certain aspects of our products and services must be consistent and completely dependable. The level of consistency required can only be achieved by developing and rapidly maturing our quality management infrastructure.
Training programs need to be developed. Metrics for success need to determined and adopted. Perhaps most importantly I must begin to fomentÂ a cultural mechanism to promote change; to fixÂ issues as they arise in a “one time touch” approach which focuses on permanent corrections toÂ problemsÂ and not temporary workarounds.
Toyota motor company has used this approach to great effect, empowering workers on its assembly-lines to stop production on the floor to correct problems as they arise. Toyota has focused this approach to optimize its production over the long term, accepting temporary production stoppage as an approach to prevent future inefficiency.
This approach necessitates a level of honesty that at times might seem brutal, and so it is important to also maintain a culture of respect.Â The PrometheanÂ ecosystem is aÂ delicate balance, a constant work in progress, and like every business it begins with a seemingly endless cadre of hard decisions.
Make it a better place,