National Excellence House

Essentially a "time tunnel," whose effect on those who pass through it, whether they are shoemakers, physicians, technologists, teachers, athletes, farmers, drivers, etc. is their commitment to do things better than before and thereby improve the national excellence and quality of life of a democratic country. The dream and vision is that every democratic country in the world will have its own National Excellence House

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Cost Of Poor Quality

Cost Of Poor Quality“Cost Of Poor Quality” (COPQ) is a subset of “Cost of Lack of Organizational Excellence” (CLOE) which comprise the sum of all the funds and resources an organization wastes to repair and correct negative phenomena (faults, failures, defects, deviations and the like) that are encountered over time across all the range of the organization's activities

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"Improvement Team"

A group of men / women who know how to present the data (facts) of a negative phenomenon (fault, failure, defect and the like) in an organization (commercial, public, social and the like) and that succeeds in reducing the magnitude over time

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We must all learn how to correctly measure the parameters of results most important to us, both as commercial organizations and as public organizations

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The higher the quality of life of a country's citizens so will be it's national excellence higher

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The quality of life of the citizens of a country will be higher as the level of national excellence raises even more

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The apogee of quality is prevention of mortal injury to people

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Measure - Measure accurately - Measure the right properties

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Excellence and Quality share much between them, but there are also differences

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Objectives of change

To amplify and improve the dimensions of a positive phenomenon / successes – what has been done? To reduce and minimize the dimensions of a negative phenomenon / failure – what should be done

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Excellent organization

Measuring the results of organization activities is prerequisite to knowing if they were successful and to what degree. Measurement alone is not enough to provide the knowledge of whether more could be achieved. Two main of activities are recommended: 1. Analyzing the reasons underlying faults, failures, deficiencies and some other manifestations of why some other successes were not achieved. 2. Planning improvement and preventive actions, based both on successes of others in similar circumstances and with the hope that they also measure their successes and publish them, so that others may learn

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