There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.

There is no other area in the field of human communications that is as rife with disinformation as the story on Chrysler quality, then Chrysler President Bob Lutz once famously said. Some things never change. According to todays Detroit News, Chrysler is claiming that they will be a (though not the) quality leader by the end of 2012. They (and many other auto makers) have made similar claims before. Sometimes they achieve these goals. More often they dont. Chryslers chances? (I think fairly good this round)

Chrysler claims its increasing its odds of success by making what appear to be substantial changes to its organization and culture. A new senior VP of quality has been hired away from Nissan (begging the question, since when are they a quality leader?). The quality organization has been enlarged from 200 to 1,700 people. The new quality staff has been organized into cross-functional teams focused on the quick execution of needed changes. Perhaps the biggest change of all: Chrysler now claims that they will tackle problems rather than pretending they dont exist or ignoring them and hoping theyll go away. Which they now largely have. (Ironically, the Mercedes Benz boys, the stewards of luxury-quality, are the culprit that raped and pillage the brand and it’s quality)

Chrysler feels that engineering changes have already had a substantial impact on existing products. 75 percent of defects were design-related last year, with the remaining 25 percent occurring during assembly, the ratio is now 50-50. If we assume that the number of assembly defects has not changed, this implies that the total number of defects has already been cut in half. Too good to be true? Are these just rough, shoot-from-the-hip numbers? Perhaps, but if the head of quality is dishing out rough numbers thats not the most promising sign.

Michael Karesh owns and operates TrueDelta. If Chryslers quality does improve, it will show up first in True Deltas quarterly-updated Reliability Survey.