| "Craftsmanship = (Knowledge + Experience + | | | | perhaps be best expressed using the following |
| Attitude) X Success" | | | | formula: |
| - Bryce's Law | | | | Craftsmanship = (Knowledge + Experience + Attitude) |
| INTRODUCTION | | | | X Success |
| The purpose of this essay is to review the state of | | | | Knowledge - refers to both the person's initial and |
| craftsmanship in the 21st century, determine if it still has | | | | ongoing education. |
| merit in today's corporate culture, and if so, devise | | | | Experience - refers to the person's application of his |
| recommendations for perpetuating it. | | | | her knowledge. |
| Background | | | | Attitude - refers to the person's sense of |
| Although there are no definitive numbers to prove so, | | | | professionalism and dedication to his/her craft. |
| there is a general consensus that craftsmanship has | | | | Success - refers to both customer and company |
| been in decline in North America since the 1980's. This | | | | satisfaction of the person's work. |
| era marked the beginning of stiff worldwide | | | | WHO IS AFFECTED BY CRAFTSMANSHIP? |
| competition in just about every industrial sector, led | | | | There are three interrelated parties involved with |
| predominantly by Japan and Germany. Since then, the | | | | craftsmanship: |
| European community has been unified and become a | | | | 1. The Worker - charged with producing the work |
| formidable foe, as has the rest of Asia. In response, | | | | product. |
| American corporations began a policy of belt-tightening, | | | | 2. The Company - which provides for a program of |
| downsizing, outsourcing, and use of new technology | | | | craftsmanship. |
| (e.g., robotics) all of which played an important part in | | | | 3. The Consumer - to purchase and express |
| the decline of labor unions during this period. This also | | | | satisfaction with the work product. |
| led to the implementation of several corporate | | | | Without any one of these elements, craftsmanship |
| cost-cutting measures, including the reduction of | | | | breaks down. For example: |
| employee education/training. In-house training and | | | | - It is not sufficient for a worker to simply want to be a |
| schools to develop employee skills were sharply | | | | craftsman; if the company implements an unsuitable |
| curtailed, if not eliminated completely. Consequently, this | | | | corporate culture, craftsmanship will not be allowed. |
| led to a noticeable decline in human skills and a change | | | | - It is not sufficient for the company to simply want to |
| in attitude by employees towards their work, thereby | | | | promote craftsmanship; if workers do not exhibit |
| becoming more apathetic. It could be argued this also | | | | self-initiative to produce superior results, craftsmanship |
| led to an increase in defects in workmanship which | | | | will not flourish. After all, "You cannot make a silk purse |
| triggered the interest in Quality Assurance concepts | | | | out of a sow's ear." |
| and techniques beginning in the 1980's. | | | | - It is not sufficient for the consumer to simply say |
| Today, the prevailing attitude in the workplace appears | | | | they want products built by craftsman; they must |
| to be less focused on what is to be produced, and | | | | create the demand for such products and offer |
| more on the time needed to produce it. In other words, | | | | feedback in terms of their satisfaction with them. |
| employees are more focused on their paycheck as | | | | IMPLEMENTING CRAFTSMANSHIP |
| opposed to their work product. Undoubtedly this has | | | | To embrace craftsmanship, a company must devise a |
| contributed to the current trend of micromanagement | | | | suitable corporate culture. This includes the following |
| (a Theory X dictatorial style of management). | | | | elements: |
| As such, an interesting dichotomy has emerged | | | | - EMPOWERMENT OF THE WORKER to make |
| between management and workers: | | | | certain decisions regarding development of the work |
| - Management - believes there is no employee loyalty, | | | | product. This is often described as managing from the |
| dedication or professionalism. | | | | "bottom-up" as opposed to just "top-down" which is |
| - Employees - lack faith in management's judgment | | | | conducive to a Theory Y form of management |
| and are suspicious of business ethics. Believes | | | | philosophy. Under this scenario, the worker is given |
| management is more concerned with the bottom-line | | | | assignments by management and is held accountable |
| as opposed to people. | | | | for delivery. In turn, decisions regarding the |
| Whereas micromanagement is the dominant style of | | | | development of the work product are delegated to |
| management in today's workplace, workers generally | | | | the worker who is responsible for the preparation of |
| want more freedom and participation in the decision | | | | an estimate and schedule to deliver the work product |
| making process. But instead of worker empowerment, | | | | for approval by management. In other words, the |
| there is more of an inclination by management to | | | | worker is allowed more freedom to manage his/her |
| dominate and more closely supervise workers. This | | | | own affairs and is not under the constant scrutiny of |
| growing rift between management and workers, along | | | | management. Further, the worker is allowed to offer |
| with changes in corporate socioeconomic conditions, | | | | feedback to management for improving products and |
| has led to the decline in craftsmanship. | | | | work conditions. Last but not least, workers are |
| In the decades prior to the 1980's, craftsmanship | | | | recognized for outstanding achievement. |
| flourished primarily because workmen were well | | | | - CREATION OF A MORE DISCIPLINED AND |
| trained, they were empowered to perform their work | | | | ORGANIZED WORK ENVIRONMENT promoting a |
| accordingly, and the work produced was considered a | | | | more professional attitude amongst the workers. |
| reflection of the worker's personal character. But if | | | | Ideally, the creation of an environment where workers |
| continuous employee improvement is discouraged | | | | can focus on their work with minimal distractions and |
| (such as the reduction or elimination of employee | | | | take pleasure in coming to work (a sort of "home |
| training), self-initiative is prohibited (through | | | | away from home"). Inevitably, this will include a |
| micromanagement), and there is a general lack of trust | | | | redefinition of acceptable forms of dress and behavior, |
| between management and workers, then the decline | | | | grooming, form of address, and office appearance. |
| of craftsmanship was inevitable. | | | | This also includes a corporate position of zero |
| The term "craftsmanship" is still bandied about, but | | | | tolerance in defects and inferior workmanship and the |
| more for marketing purposes than anything else. Most | | | | adoption of standard methodologies thereby defining |
| of the true craftsmen of this country have long since | | | | best practices for building/delivering work products. |
| retired, but there are still a few practicing their craft | | | | Such standardization provides consistency in |
| either at home or in small-to-medium sized businesses | | | | deliverables and allows for the inter-changeability of |
| where it is appreciated. | | | | workers on different assignments. For example, |
| Why the interest in craftsmanship now? Due to | | | | suppose a worker becomes ill in the middle of an |
| heightened awareness by the media in such things as | | | | assignment and is unable to work on it further. |
| fashion, food, and architecture, there appears to be a | | | | Standard methodologies provides the means to allow |
| growing trend in prestige consumer products. The fact | | | | another worker to complete the assignment in the |
| that companies advertise their products are produced | | | | same manner as the first worker. Also, standard |
| with "high craftsmanship" is indicative the consumer | | | | methodologies provides an excellent training vehicle for |
| appreciates superior work products. There is also a | | | | young workers to learn and grow to become |
| growing realization that superior goods will last longer. | | | | craftsmen. |
| CRAFTSMANSHIP DEFINED | | | | - PROMOTE A PROGRAM OF CONTINUOUS |
| Before we go further, let's examine what exactly we | | | | IMPROVEMENT to sharpen worker skills, stay abreast |
| mean by the term "craftsmanship": | | | | of industrial developments, and seek new ways of |
| "The practice and pursuit of excellence in building | | | | improving work products and the methodologies used |
| delivering superior work products by workers." | | | | to produce them. This will undoubtedly result in the |
| This implies craftsmanship is a universally applicable | | | | reintroduction of in-house training and schools, as well |
| concept for any field of endeavor, be it producing a | | | | as participation in certification programs and trade |
| product or delivering a service. Basically, it is a | | | | groups. |
| commitment to excellence which is most definitely not | | | | - ESTABLISHMENT OF THREE CLASSES OF |
| the same as quality. Quality simply relates to the | | | | WORKERS to denote the level of expertise. |
| absence of errors or defects in the finished product or | | | | Historically, this has been referred to as "Apprentices" |
| service. In other words, finished goods operate | | | | (novices requiring training), "Intermediate" (educated and |
| according to their specifications (customers get | | | | experienced, but not yet expert), and "Master" (expert |
| precisely what they ordered). Although quality is | | | | craftsman). Such a designation of craftsmen is needed |
| certainly an element of craftsmanship, the emphasis on | | | | not to create barriers but to help establish a career |
| "superior work products" means the worker wants to | | | | path and mentoring program whereby the more |
| go beyond the status quo and is constantly looking for | | | | experienced workers provide guidance to those less |
| new and imaginative ways to produce superior results. | | | | experienced or knowledgeable. |
| This suggests the craftsman is personally involved with | | | | - ESTABLISH LINK BETWEEN |
| the work products and treats them as an extension of | | | | WORKERS-PRODUCTS-CUSTOMERS to establish |
| his/her life. | | | | a feedback loop to judge satisfaction with a specific |
| Craftsmanship can be found in either the overall work | | | | product and to the exact worker(s) who produced it. It |
| process or a section of it. For example, there are | | | | is impossible to recognize or reprimand workers |
| craftsmen who are intimate with all facets of building | | | | without such a loop. For example, without it, customers |
| furniture, such as a table, a chair or desk, and can | | | | may complain or compliment the company on the |
| develop the product from start to finish. However, as | | | | work product, yet management is at a loss as to who |
| products grow in complexity, it becomes difficult to find | | | | produced it. Ideally, a system should be set in place to |
| people suitably qualified to build them from the womb | | | | provide for such analysis thereby providing a |
| to the tomb. Consider military weapons alone, such as | | | | convenient means to monitor worker performance. |
| the complicated ships, tanks, and airplanes we now | | | | The premise behind affecting the corporate culture in |
| use, with thousands or millions of parts to assemble. | | | | this regards is to treat workers like professionals who |
| Such complexity makes it virtually impossible for a | | | | should act as such in return. |
| single person to have the expertise to build the whole | | | | BENEFITS & BYPRODUCTS |
| product. The same is true in the service sector where | | | | From a corporate viewpoint, is true craftsmanship the |
| different types of expertise and capabilities may be | | | | right path to follow? Does it really add value to the |
| required. In other words, craftsmen have a specific | | | | corporate bottom-line or not? First, it is a myth that |
| scope of work. The scope of work may relate to | | | | work products produced by craftsmen costs more |
| other types of craftsmen through a chain of work | | | | than those produced by less skilled workers. For |
| dependencies, e.g., Craftsmen A, B and C concentrate | | | | products of the same class, it actually costs more to |
| on separate subassemblies which are eventually joined | | | | produce products using less skilled workers; after all, |
| into a single product. | | | | they do not have the same level of knowledge and |
| Craftsmanship is also a human trait. Some might argue | | | | experience that veteran craftsman have to produce it |
| a computer or industrial robot can produce quality | | | | and, as such, craftsman can produce it faster with |
| products and are, therefore, craftsmen. However, we | | | | fewer mistakes. The cost for an experienced |
| must remember these devices are programmed by | | | | craftsman will undoubtedly be higher than novice |
| human beings in accordance with the rules of the | | | | workers, but savings will be realized simply by |
| craftsman. As such, they are nothing more than a tool | | | | expedited development time and fewer mistakes |
| of the craftsman. | | | | (thereby causing the elimination of corrections or |
| ATTRIBUTES | | | | replacements). Further, superior work products have |
| Craftsmen can be characterized by a variety of | | | | the added nuance of developing satisfied customers |
| adjectives, such as: patient, determined, curious, | | | | representing repetitive business as well as referrals. |
| thorough, expert, methodical, focused, self-starter, and | | | | Comparing the development cost of different classes |
| pays attention to detail. More specifically though, | | | | of products is like comparing apples and oranges, it is |
| craftsmanship requires the use of: | | | | simply not an accurate comparison. For example, the |
| - TOOLS - In addition to the hand, the foot, and the | | | | cost to build a luxury automobile will be substantially |
| eye, craftsmen must be knowledgeable in the use of | | | | different than the cost to develop an economical |
| other mechanical devices for his/her area of specialty. | | | | subcompact. But if the product is of the same |
| - THE MIND - Requiring specific knowledge, | | | | fundamental class, the craftsman will produce it faster |
| experience and judgment to implement the work | | | | and better than the novice (and at less cost). |
| product. This brings up an important point: education | | | | Some of the byproducts realized from embracing a |
| alone is not sufficient to be recognized as a craftsman; | | | | corporate program of craftsmanship includes: |
| it also includes a record of proven success to | | | | - A work environment more conducive for building |
| demonstrate the worker knows how to apply the | | | | superior work products. |
| education. | | | | - Employees develop a better sense of self-worth |
| In terms of education, there are two parts to consider: | | | | which promotes loyalty, dedication, and professionalism. |
| initial education, either learned through formal training | | | | - Standard methodologies promote consistent and |
| (e.g., college and vocational school diplomas) or through | | | | measurable work products, the inter-changeability of |
| on-the-job experience ("School of Hard Knocks"), and; | | | | workers on assignments (as opposed to developing |
| continuous improvement, representing ongoing training | | | | dependencies on individual worker expertise), provides |
| education through such things as certification, | | | | a career path for younger workers, and brings order |
| supplemental training, studying industry periodicals and | | | | out of chaos. Also, standard practices improves |
| books, or participation in industry trade groups. Although | | | | communications, thereby promoting cooperation and |
| initial education is certainly important, continuous | | | | teamwork. |
| improvement is the earmark of a craftsman. | | | | CONCLUSION |
| The craftsman is knowledgeable in all facets of the | | | | A program of true craftsmanship adds value primarily |
| methodology for his/her line of work. For our purposes | | | | to three parties: |
| here, a methodology refers to "Who" is to perform | | | | - The customer - Satisfaction with the product means |
| "What," "When," "Where," "Why," and "How" (aka | | | | the consumer believes his money was well spent and |
| "5W+H"). As such, the craftsman must be fully | | | | takes pride in it, thereby encouraging others to |
| cognizant of the work breakdown structure, the | | | | purchase the same, thereby benefiting the company. |
| dependencies between steps, deliverables, along with | | | | - The worker - believes he/she is leading a worthy |
| the various techniques and tools used throughout the | | | | and meaningful life, thus promoting self-esteem and |
| methodology. From this, he/she can devise a reliable | | | | employee development. |
| estimate of the costs needed to produce the work | | | | - The company - receives fewer customer complaints |
| product, as well as schedule the time to deliver it. | | | | and returned products that are defective requiring |
| A true craftsman is so knowledgeable about the work | | | | replacement or rework. Workers who take pleasure in |
| product and the methodology to produce it he/she can | | | | their work are less likely to switch jobs thereby |
| even advise other professionals in how to modify | | | | causing production interruptions. Harmony in the |
| improve them, such as architects and engineers | | | | workplace also promotes improved communications, |
| (including industrial engineers). | | | | teamwork and corporate loyalty. In other words, |
| - THE SPIRIT - This represents the personal desire to | | | | craftsmanship adds to the bottom-line of a business. |
| not only see the job performed correctly, but better | | | | But make no mistake, the consumer is the impetus for |
| than others. This means the craftsman is personally | | | | craftsmanship. As long as customers accept inferior |
| committed to producing superior work products simply | | | | workmanship without complaint, companies will |
| because he/she views his/her professional life as an | | | | continue to produce shoddy work products in the least |
| extension of his/her personal life. As such, the | | | | expensive means possible and workers will not be |
| craftsman must be empowered to make certain | | | | allowed to produce superior products. |
| decisions on how to build/deliver the work product in | | | | The outcry for craftsmanship must begin with the |
| order to achieve a sense of ownership. From this | | | | customer. |
| perspective, techniques such as micromanagement is | | | | If you would like to discuss this with me in more depth, |
| not conducive for encouraging a program of | | | | please do not hesitate to send me an e-mail at |
| craftsmanship. | | | | NOTES |
| A craftsman sweats over the smallest details in | | | | 1 - The author wants to acknowledge and thank Mario |
| producing the work product and is well aware of the | | | | Guertin of Painting in Partnership for his generous input. |
| risks involved with skipping steps or doing something | | | | 2 - In an Internet survey conducted in December 2007, |
| out of sequence. Such commitment to producing | | | | random people were asked, |
| superior results suggests the craftsman possesses a | | | | "In your opinion, do you believe Craftsmanship in |
| higher work ethic than others, and in all likelihood | | | | general is in decline in North America?" |
| possesses higher moral values due to his/her | | | | - YES - Craftsmanship is in decline., 25 votes, 81.00% |
| fastidious attention to "Right and Wrong." | | | | - NO - Craftsmanship is not in decline., 6 votes, 19. |
| To summarize, the elements of craftsmanship can | | | | |