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Politics : Sharks in the Septic Tank -- Ignore unavailable to you. Want to Upgrade?

To: cosmicforce who wrote (31349)	10/8/2001 9:57:21 PM
From: gao seng	Read Replies (1) \| Respond to of 82486

Well, I don't see how BG equates to Larry. Seeing as how are are becoming tempermental, I shall leave you with your scorn. And, an article. Deming's Teachings His educational legacy is considerable. Deming is probably best known for his 14 points and the system of profound knowledge, but equally powerful among his teachings were the redbead experiment, funnel experiment, and Shewhan cycle. The 14 points were originally stated in quality, productivity, and competitive position, which Deming revised into his landmark Our of the Crisis. Shortly before his death, Deming reviewed an expanded version of the points written by Lloyd Dobyns and Clare Crawford-Mason, who worked on the important "If Japan Can, Why Can't We?" NBC documentary and later created "Quality or Else" for the Public Broadcasting Service and the 20-volume Deming Video Library. Given Deming's penchant for continuous improvement, it is more appropriate to print their version, which is prefaced by this quotation from Deming: "The 14 points all have one aim: to make it possible for people to work with joy." 1. Create constancy of purpose for the improvement of product and service. With the aim to become competitive, stay in business, and provided jobs. 2. Adopt the new philosophy of cooperation (win-win) in which everybody wins. Put it into practice and teach it to employees, customers. and suppliers. 3. Cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the first place. 4. End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production, service, planning, or any activity. This will improve quality and productivity and thus constantly decrease costs. 6. Institute training for skills. 7. Adopt and institute leadership for the management of people, recognizing their different abilities, capabilities, and aspiration. The aim of leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers. 8. Drive out fear and build trust so that everyone can work effectively. 9. Break down barriers between departments. Abolish competition and build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and in use that might be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11. Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership. 12. Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates Competition and conflict. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. The system of profound knowledge has four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Deming provided the best explanation of the system in Chapter 4 of his last book.3 The red-bead experiment was one of the highlights of Deming's four-day seminars. It sought to prove that the only way to improve a product or service is for management to improve the system that creates that product or service. Rewarding or punishing individuals trapped in the system is pointless and counterproductive.4 The funnel experiment, which Deming credited to Lloyd S. Nelson, is like the red-bead experiment in that it clearly illustrates why organizations, and management in particular, must understand variation.5,6. When Deming took the Shewhart cycle to Japan, it was quickly renamed by its Japanese users as the Deming cycle. Regardless of its name, it involves a four-step process for quality improvement. These steps are “plan” to improve a product or process, “do” what is planned, “study” the results, and “act” on what has been learned so that the process can be repeated and continuously improved.7. deming.org