Even Deming said that you can be focused on eliminating defects and fail to keep the market share, fail to delight with your product development. "The most imp

Even Deming said that you can be focused on eliminating defects and fail to keep the market share, fail to delight with your product development. "The most important figures for management of any organization are unknown and unknowable." A lot of times, management fads are a procrastinating activity for the organization. The real problem is they are lacking direction. Imagine Apple, circa 1998, going 6 Sigma instead of becoming product-focused. They would get more and more effective at producing a computer fewer people want to buy every month. Look at what Juran writes about the development of the Ford Taurus, the car that really pulled Ford out of a slump in the early 80s. How much of it is focused on preventing defects? No, it's about designing quality into the car, defining quality as the things that make the car something people want to buy over another car. Doors fitting tightly by having low variation in size is just one aspect, important but not enough. For Tesla, quality is a 200+ mile range, but also a bunch of other things, without which people wouldn't pay for the battery. I assume that Tesla has quality control but the stories of disorganization in the plant suggest that it's not running at a similar level to the Japanese plants, which also produce millions of cars people want to buy. Nevertheless, they are focused on what makes demand for the car.