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Karen Pirie

Rating:

Bloodlands 

Rating:

Blame the VHS player.

Before the boom in home video machines in the 1980s, murder mysteries never stretched across two hours.

It wasn't until the launch of Inspector Morse in 1987 that film-length episodes became the norm — when ITV bosses rightly guessed that, with many viewers taping shows to watch later, two hours was not too long.

The experiment proved too successful.

Now, the bulk of the channel's crime serials are 120-minute slogs, including adverts. And most don't merit it.

A number of recent efforts, such as Professor T with Ben Miller or Roger Allam's Murder In Provence, are just baggy.

The characters are too lightweight and the plots too thin to sustain us for the length of a football match plus extra time.

Others, such as Ridley earlier this month, demand ruthless pruning. I'd chop out all of Adrian Dunbar's nightclub crooning for a start.

For quite different reasons, Karen Pirie (ITV) — a three-part series following a cold-case investigation — is also badly suited to the extra-long format.

It is a strong story, with an instantly likeable central character, the inexperienced but capable detective sergeant played by Lauren Lyle.

Lauren Lyle as DS Karen Pirie. Karen Pirie (ITV) — a three-part series following a cold-case investigation — is also badly suited to an extra-long format

Based on a novel by the queen of Scottish noir, Val McDermid, the script is bristling with dialogue that goads strong reactions from us.

When one drunken thug bellows into the night sky: ‘I just want to hurt someone,' we're left in no doubt that he's going to do exactly that — making the violence that follows all the more viseral.

And it's immediately clear how deeply the force's top brass are steeped in cynicism when DS Pirie is picked to reopen the high-profile murder hunt.

One sexist senior officer remarks: ‘I think it would help the optics if it was a female officer . . . '

The adaptation by Emer Kenny, who also co-stars as Pirie's best mate River, handles flashbacks deftly. The narrative flips between the killing of a barmaid in 1996 and the lives of the suspects 25 years later.

This double-barrelled story-telling hasn't been done so well since Unforgotten, with Nicola Walker. But part of the reason Unforgotten was so good is that it followed a single investigation — in one-hour episodes.

Karen Pirie is also a single story, but lumping it into a trio of two-hour sections is wearisome.

We don't get the satisfaction of a resolution to a complex mystery. Instead, we spend a whole Sunday evening building to a cliffhanger ending.

The solution is simple, I suppose. Karen Pirie is excellent, the best new police serial this year.

To enjoy it properly, all we have to do is record each part and watch it over two nights, the way we did with Morse.

James Nesbitt (left), who plays Tom Brannick, and Charlene McKenna (right), who plays Niamh McGovern, in Bloodlands

Bloodlands (BBC1), Мультики з українською озвучкою - https://uakino.pl/81362-gjuldzhemal.html however, knows how to portion its pie.

James Nesbitt's raving mad tale of a Belfast police assassin is spread over six gripping hour-long segments, each digestible enough to keep us keen. Wherever DCI Tom Brannick goes, there's a crowd of armed police waiting for his orders. This time, half were in black combat suits like Ninja warriors and the rest were in hairy camouflage suits, crawling through the Northern Ireland landscape like green yetis.

Nesbitt is enjoying himself, switching on a cold-eyed stare that acquires a psycho glaze as his eyes roll up in their sockets.

Pompously macho and self-consciously alpha male, he's great at looking worried but bluffing it out each time he realises he's potentially given himself away.

Bloodlands is schlock, but it's addictive schlock.


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        Why Are Android Games So Popular?

        Marie Spode
        Tuesday, 14 May 2024, 9:41 PM
        0

        Android games have been exploding in popularity over the last couple of years. They have been breaking records and raking in billions of dollars. They have been praised by players and critics alike.

        Stardew Valley is one of the best premium games from 2019. It’s a farming simulator with RPG elements. Square Enix takes mobile gaming seriously with a number of excellent premium games, including Final Fantasy and Dragon Quest.

        Open ecosystem

        Open ecosystems are a critical part of the digital economy. They provide equitable participation opportunities and help create a vibrant network of partners. They also facilitate innovation and competition by leveraging the power of open technologies, standards, and tools. They include multilateral organisations, governments and regulators, industry enterprises, associations, small and medium businesses, researchers, nonprofits, community groups, and individuals.

        The Android ecosystem is a thriving community that is constantly evolving. Its open source nature means that developers can easily contribute to the platform, ensuring its future growth. It also allows the company to keep a close eye on market trends and requirements.

        Unlike iOS, which is locked down by corporate deals and case-by-case permissions, the Android ecosystem is more flexible. Its openness has allowed it to capture 70% of the global smartphone market. The ecosystem’s robustness also helps it attract new customers and keep experienced ones loyal. The ecosystem also supports a wide range of apps, from gaming to productivity tools.

        Emulation

        Emulation allows users to run old software or hardware on newer systems. It’s also a common tool for testing apps across different devices. It can improve user experience (UX) and inform app developers of any areas for improvement. However, emulation has its downsides.

        For example, emulators can cause latency and glitches. They can also increase resource usage and CPU overhead. Additionally, they can introduce bugs and security issues in the system. These issues can be exacerbated by the use of emulation in complex networks.

        Unlike virtualization, emulation emulates hardware instead of the entire platform. This technique is used for older programs that don’t work on modern platforms, such as video game consoles or legacy PC applications. It also enables users to access data stored on old media and peripheral devices like printers. Emulation software also offers several benefits, such as accelerated performance, picture clarity, and cheat code accessibility. It can also save time and effort by avoiding rewriting or porting legacy software to newer systems.

        Cross-platform play

        The gaming industry is booming and Android games are leading the way. They're downloaded by players at record rates and generate billions of dollars in revenue each year.

        Cross-platform play is a feature that allows gamers on different platforms to interact with each other and share the same gameplay experience. This reduces gamer fragmentation and provides developers with a consistent monetization strategy, including microtransactions.

        This technology has many advantages, but it is not without its challenges. Creating a consistent gaming experience across different systems is difficult, as each platform has its own hardware specifications and operating system capabilities. In addition, users use different input methods, such as mouse and keyboard or controllers.

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        Another great feature is in-game commerce, which allows players to purchase real-world items with in-game currency. This is an excellent feature for mobile games, as it boosts player engagement and revenue. In addition, it is easy to implement.

        One of the best social features for mobile games is guilds, which allow players to build communities based on their interests and playing styles. These communities can help gamers compete and share in-game achievements. They can also serve as free marketing for the game, which can reduce user acquisition costs. In addition, guilds can create a sense of community within the game and increase its retention rate.


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          {"language": "en-US","text": "

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            Паркур - это направление спорта, которое становится все более популярным среди подростков и молодежи. Это не просто движение, а целый стиль жизни. В настоящее время в каждом городе есть несколько школ, мы ждем вас

            обучения по паркуру в Москве мы являемся одной из лучших. Давайте разберемся, что представляет из себя паркур: какие виды этого спорта существуют и какие из них наиболее популярны в России.

            Что такое паркур?

            Паркур (от французского «parcour» - бег) - это не только движение, но и искусство. Впервые это направление появилось в конце 20-го века в Париже. Французские и американские уличные танцоры использовали в своей практике элементы борьбы, акробатики и прыжков через препятствия. Годом рождения этого спортивного направления считается 1987, когда француз Давид Бель основал команду Yamakasi. Паркур начали использовать в качестве средства для преодоления препятствий и самозащиты, а затем – и для развлечения. Сначала занимались одиночки, пытаясь преодолеть препятствия, но по мере развития направления оно стало коллективным, и появились новые участники. Ребята стали передвигаться группами. Первые соревнования по паркуру прошли в Париже в 2007 году, а через год был открыт первый официальный клуб паркура.

            Сегодня паркур – это вид спорта, который включает в себя искусство преодоления препятствий, выживания и общения. В этом направлении спорта присутствуют элементы единоборств и спортивной гимнастики. Поэтапно паркур стал популярным, и мы делаем все возможное для его развития в Москве.


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              Prequel

              In the first part of this submission, I laid out the stepwise, multifaceted, visionary approach adopted by the leadership of the UAE when they embarked on their quality journey. I have had some very interesting feedback since then. One of them was this: “Can Government lead the charge?” And my answer to that was the same point I reiterated as touching the approach the UAE adopted: Government led the way… the private sector followed suit

               

              I established how the UAE’s national quality programme was in no mean way, instrumental to the emirate’s beautiful success story. There are indeed lessons to be learned from their experiment, concepts to be adapted and programmes to be designed and implemented as we map our own journey. I will be sharing six vital pointers- and they are by no means exhaustive, which I believe could be impactful to Ghana’s quality programme. These pointers are categorised into two parts- state-led, and private sector-led initiatives.

               

              Pointers and Opportunities for a Successful Implementation in Ghana

               

              ¤  Visionary Strategic Leadership

              It is worthy to rehash some phrases from Dr. Edwards Deming and Philip Crosby (notable luminaries of Quality) here. The responsibility of a Quality programme rests on Leadership in instituting constancy of purpose and establishing unequivocal specifications. These can never be overstated. The NQ Infrastructure addresses some very technical aspects of the requirement but hardly touches at the core of the systemic, socio-cultural undertones and the multidimensional nuances underpinning a mature national quality programme. The traditional approaches of yesteryear will not suffice in a very dynamic globalised and even polarized society. Now, this calls for strategy- a strategy that draws all key stakeholders, opinion leaders, influencers and organizational leadership around the table, to serve as sounding boards to the larger populace- let’s call it a top-down strategy. The strategy must also be one that designs and effectively implements a number of quality-oriented organisations, programmes, and projects towards the big end in mind- making Ghana a quality-centric nation- an oasis of hope.

               

              ¤  A Multidimensional, Multiskilled National Quality Council (NQC)

              The NQC is the independent and leading body entrusted with entrenching a quality culture throughout Ghana. The NQC will develop strategies and promote overall sectorial quality initiatives and strategies. Typically, the NQC brings together major players in industry, unions, local governments, equity groups and practitioners ‐ in the oversight and support of the current and future quality goals of the nation. The constitution of the NQC must needs include players with technical expertise across the quality ecosystem- subject-matter expertise, and industry-specific knowledge of our critical industries.

               

              ¤  Thought Leadership in the Quality Domain

              There is a need for independent think tanks to provide thought leadership and guide the quality profession. Quality Think Tanks (QTTs) are active working research groups created for the analysis of issues focused on specific quality areas and dedicated to consideration and advocacy of alternative approaches for the future development of their focus areas. QTTs, in their right configuration, challenge policy orthodoxy and provide innovative direction to shape emerging problems and help determine future directions. Again, when properly configured, QTTs operate to define the role of quality in various thematic areas with a focus on bringing knowledge and creating useful outputs. The International Academy for Quality (IAQ) for instance has the following QTTs: [Quality in Applied Statistics Initiative Think Tank (QiSTT) Quality in Education Think Tank (QiETT), Quality in Governance Think Tank (QiGTT), Quality in Healthcare Think Tank (QiHTT), Quality in Innovation Think Tank (QiITT), etc.]. Therefore, a great opportunity exists for collaboration amongst quality practitioners and allied experts to conduct leading-edge ingenious and indigenous research on key performance indicators of local industries, including agribusiness, retail, oil and gas, hospitality, healthcare, logistics, etc.

              ¤  Business Leaders Rethinking and Prioritising Quality

              Corporate executives (CEOs, CFOs, COOs) still need to be convinced of the potential that quality management offers to reduce cost and improve product features, thereby positively impacting corporate performance. In fact, when it comes to this percentage of the economy, I dare make the most outlandishly obvious statement- “Quality needs to be redefined”. For most C-suite executives, the subject of, and the institutionalisation of Quality is very often a tactical afterthought- to complement operations or another tick in the box as a requirement for onboarding a major potential customer/partner. A much-preferred definition that entrenches quality within the organisation should read thus:

               

              Quality- our pursuit of product and service excellence, is that principal paradigm that ensures we have loyal and returning customers. It is the fulcrum of our business model, the determiner of our corporate top-line and bottom-line, and the single most important ingredient for the long-term survival and growth of our business.”

               

              “The return on investment from quality improvement programmes is six times the investments made”. (Dr. Joseph Juran). Now that’s what we call a good deal!!! This reconfiguration complements the national drive by taking quality into the trenches.

               

              ¤  Creating a Culture of Sharing Data and Benchmarks

              Organisations find it hard to access industry-specific data/benchmarks to compare their performance and share best practices. Intra-industry benchmarking for best practice is common and has been around for decades. There is even yet a not-so-much explored dimension- inter-industry benchmarking. Reference is made to the UK’s National Health Service lean transformation journey which adopted best practices and process benchmarked with Toyota’s Production System (TPS). There is the opportunity to adapt and adopt ethical benchmarking principles for our business environments to open up to share good practices inter and intra-industry.

               

              ¤  Use of Advanced Quality Tools and Techniques

              I have discovered, in my experience working with players over the years that the current application of quality tools and techniques is at a pretty basic level across much of our industry. And I could even go as far as to opine that many players use zero to very minimal tools.  Complex problems in a complex world require complex tools (pun intended). Logic and intuition may not be sufficient to see organisations through chaos and complexity in today’s world. The simplistic, and often linear approach to solving problems doesn’t cut the mustard in the 21st century. Luminaries and practitioners have over the years, designed and deployed problem-solving toolboxes as they have dealt with complex problems and change. Industry leaders, managers, and executives need to imbibe and apply analytical and systems-centric tools to ensure effective problem-solving and decision-making. Advanced techniques such as Quality Function Deployment (QFD), process capability, control charts, and Design of Experiments (DoE) used effectively can be a real game-changer for players across all industry sectors.

              Circumventing the Dichotomy- From Policy to Implementation

              Four broad contributors to policy failure are stated here: overly optimistic expectations; implementation in dispersed governance; inadequate collaborative policymaking; and the vagaries of the political cycle. Now, all these have to be taken into cognisance as we embark on our own unique journey. Ghana’s approach should be steeped in the understanding of what makes us truly different in terms of our multifariousness and our uniqueness, our culture and our growth trajectory.

              Quality infrastructure has grown over the decades and its setup differs from country to country. The approach we adopt to implementing our National Quality Infrastructure and its complementary institutions, programmes and systems  could spell the bane or success of it. A skewed overfocus on the technical and sociotechnical aspects of the architecture without a commensurate focus on the sociocultural aspects will lead us to a state where quality results and behaviours are only predicated on pedantic, penalty-driven, and overly-regulated institutions and management systems.

              Conclusion- A Balancing Act

              Quality, for any people, ought to be a two-way street- top-down implementation requires constancy-of-purpose driven leadership. Bottom-up acceptance and compliance require followers with quality mindsets and the empowered willingness to be and to do. But the greatest charge lies on the shoulders of national leadership to ensure the long-term success of such a needful intervention. There ought to be a balance of efforts (see Fig. 1) on this two-way street- the overarching state-led strategy as the fulcrum that balances state-led initiatives and private sector-led initiatives.



                         Figure 1 A Conceptual Framework for a National Quality Programme- (Author's Construct)



              I end with my closing words from the Aug-2017 maiden seminar of the Ghana Quality Organisation where I shared my thoughts on lessons we could learn from the UAE experience.
               
              “If God be God, then let us serve Him. We cannot pay lip service to the issue of Quality. We are either doing it Quality or we are not. Anything short of a Quality effort at implementing Quality makes it not Quality.”




               


              Modified: Wednesday, 22 June 2022, 2:00 PM

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                News Article SnippetThe 13-May Daily Graphic feature captioned “Cabinet approves National Quality Policy…” has sent a wave of excitement through the Quality community. I have been following this conversation over the past seven years since it has been up on the plates. So, I believe these are exciting times for all those advocates who have sought to see the pursuit of quality and excellence becoming a part of national psyche; and even as far as seeing quality and its best practices as a much needed but a gravely missing part of our national development recipe.


                Modified: Monday, 13 June 2022, 1:13 PM

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                  Lorem ipsum dolor sit amet

                  Charles Biney
                  Friday, 10 June 2022, 7:33 PM
                  0

                  Prequel

                  In the first part of this submission, I laid out the stepwise, multifaceted, visionary approach adopted by the leadership of the UAE when they embarked on their quality journey. I have had some very interesting feedback since then. One of them was this: “Can Government lead the charge?” And my answer to that was the same point I reiterated as touching the approach the UAE adopted: Government led the way… the private sector followed suit

                   

                  I established how the UAE’s national quality programme was in no mean way, instrumental to the emirate’s beautiful success story. There are indeed lessons to be learned from their experiment, concepts to be adapted and programmes to be designed and implemented as we map our own journey. I will be sharing six vital pointers- and they are by no means exhaustive, which I believe could be impactful to Ghana’s quality programme. These pointers are categorised into two parts- state-led, and private sector-led initiatives.

                   

                  Pointers and Opportunities for a Successful Implementation in Ghana

                   

                  ¤  Visionary Strategic Leadership

                  It is worthy to rehash some phrases from Dr. Edwards Deming and Philip Crosby (notable luminaries of Quality) here. The responsibility of a Quality programme rests on Leadership in instituting constancy of purpose and establishing unequivocal specifications. These can never be overstated. The NQ Infrastructure addresses some very technical aspects of the requirement but hardly touches at the core of the systemic, socio-cultural undertones and the multidimensional nuances underpinning a mature national quality programme. The traditional approaches of yesteryear will not suffice in a very dynamic globalised and even polarized society. Now, this calls for strategy- a strategy that draws all key stakeholders, opinion leaders, influencers and organizational leadership around the table, to serve as sounding boards to the larger populace- let’s call it a top-down strategy. The strategy must also be one that designs and effectively implements a number of quality-oriented organisations, programmes, and projects towards the big end in mind- making Ghana a quality-centric nation- an oasis of hope.

                   

                  ¤  A Multidimensional, Multiskilled National Quality Council (NQC)

                  The NQC is the independent and leading body entrusted with entrenching a quality culture throughout Ghana. The NQC will develop strategies and promote overall sectorial quality initiatives and strategies. Typically, the NQC brings together major players in industry, unions, local governments, equity groups and practitioners ‐ in the oversight and support of the current and future quality goals of the nation. The constitution of the NQC must needs include players with technical expertise across the quality ecosystem- subject-matter expertise, and industry-specific knowledge of our critical industries.

                   

                  ¤  Thought Leadership in the Quality Domain

                  There is a need for independent think tanks to provide thought leadership and guide the quality profession. Quality Think Tanks (QTTs) are active working research groups created for the analysis of issues focused on specific quality areas and dedicated to consideration and advocacy of alternative approaches for the future development of their focus areas. QTTs, in their right configuration, challenge policy orthodoxy and provide innovative direction to shape emerging problems and help determine future directions. Again, when properly configured, QTTs operate to define the role of quality in various thematic areas with a focus on bringing knowledge and creating useful outputs. The International Academy for Quality (IAQ) for instance has the following QTTs: [Quality in Applied Statistics Initiative Think Tank (QiSTT) Quality in Education Think Tank (QiETT), Quality in Governance Think Tank (QiGTT), Quality in Healthcare Think Tank (QiHTT), Quality in Innovation Think Tank (QiITT), etc.]. Therefore, a great opportunity exists for collaboration amongst quality practitioners and allied experts to conduct leading-edge ingenious and indigenous research on key performance indicators of local industries, including agribusiness, retail, oil and gas, hospitality, healthcare, logistics, etc.

                  ¤  Business Leaders Rethinking and Prioritising Quality

                  Corporate executives (CEOs, CFOs, COOs) still need to be convinced of the potential that quality management offers to reduce cost and improve product features, thereby positively impacting corporate performance. In fact, when it comes to this percentage of the economy, I dare make the most outlandishly obvious statement- “Quality needs to be redefined”. For most C-suite executives, the subject of, and the institutionalisation of Quality is very often a tactical afterthought- to complement operations or another tick in the box as a requirement for onboarding a major potential customer/partnerA much-preferred definition that entrenches quality within the organisation should read thus:

                   

                  Quality- our pursuit of product and service excellence, is that principal paradigm that ensures we have loyal and returning customers. It is the fulcrum of our business model, the determiner of our corporate top-line and bottom-line, and the single most important ingredient for the long-term survival and growth of our business.”

                   

                  “The return on investment from quality improvement programmes is six times the investments made”. (Dr. Joseph Juran). Now that’s what we call a good deal!!! This reconfiguration complements the national drive by taking quality into the trenches.

                   

                  ¤  Creating a Culture of Sharing Data and Benchmarks

                  Organisations find it hard to access industry-specific data/benchmarks to compare their performance and share best practices. Intra-industry benchmarking for best practice is common and has been around for decades. There is even yet a not-so-much explored dimension- inter-industry benchmarking. Reference is made to the UK’s National Health Service lean transformation journey which adopted best practices and process benchmarked with Toyota’s Production System (TPS). There is the opportunity to adapt and adopt ethical benchmarking principles for our business environments to open up to share good practices inter and intra-industry.

                   

                  ¤  Use of Advanced Quality Tools and Techniques

                  I have discovered, in my experience working with players over the years that the current application of quality tools and techniques is at a pretty basic level across much of our industry. And I could even go as far as to opine that many players use zero to very minimal tools.  Complex problems in a complex world require complex tools (pun intended). Logic and intuition may not be sufficient to see organisations through chaos and complexity in today’s world. The simplistic, and often linear approach to solving problems doesn’t cut the mustard in the 21st century. Luminaries and practitioners have over the years, designed and deployed problem-solving toolboxes as they have dealt with complex problems and change. Industry leaders, managers, and executives need to imbibe and apply analytical and systems-centric tools to ensure effective problem-solving and decision-making. Advanced techniques such as Quality Function Deployment (QFD), process capability, control charts, and Design of Experiments (DoE) used effectively can be a real game-changer for players across all industry sectors.

                  Circumventing the Dichotomy- From Policy to Implementation

                  Four broad contributors to policy failure are stated here: overly optimistic expectationsimplementation in dispersed governance; inadequate collaborative policymaking; and the vagaries of the political cycle. Now, all these have to be taken into cognisance as we embark on our own unique journey. Ghana’s approach should be steeped in the understanding of what makes us truly different in terms of our multifariousness and our uniqueness, our culture and our growth trajectory.

                  Quality infrastructure has grown over the decades and its setup differs from country to country. The approach we adopt to implementing our National Quality Infrastructure and its complementary institutions, programmes and systems  could spell the bane or success of it. A skewed overfocus on the technical and sociotechnical aspects of the architecture without a commensurate focus on the sociocultural aspects will lead us to a state where quality results and behaviours are only predicated on pedantic, penalty-driven, and overly-regulated institutions and management systems.

                  Conclusion- A Balancing Act

                  Quality, for any people, ought to be a two-way street- top-down implementation requires constancy-of-purpose driven leadership. Bottom-up acceptance and compliance require followers with quality mindsets and the empowered willingness to be and to do. But the greatest charge lies on the shoulders of national leadership to ensure the long-term success of such a needful intervention. There ought to be a balance of efforts (see Fig. 1) on this two-way street- the overarching state-led strategy as the fulcrum that balances state-led initiatives and private sector-led initiatives.



                             Figure 1 A Conceptual Framework for a National Quality Programme- (Author's Construct)



                  I end with my closing words from the Aug-2017 maiden seminar of the Ghana Quality Organisation where I shared my thoughts on lessons we could learn from the UAE experience.
                   
                  “If God be God, then let us serve Him. We cannot pay lip service to the issue of Quality. We are either doing it Quality or we are not. Anything short of a Quality effort at implementing Quality makes it not Quality.”


                  Modified: Wednesday, 22 June 2022, 12:59 PM

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                  Comments