THE DEMING SYSTEM OF PROFOUND KNOWLEDGWord文件下载.docx
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Thevarioussegmentsofthesystemofprofoundknowledgeproposedherecannotbeseparated.Theyinteractwitheachother.Thus,knowledgeofpsychologyisincompletewithoutknowledgeofvariation.
Amanagerofpeopleneedstounderstandthatallpeoplearedifferent.Thisisnotrankingpeople.Heneedstounderstandthattheperformanceofanyoneisgovernedlargelybythesystemthatheworksin,theresponsibilityofmanagement.ApsychologistthatpossessesevenacrudeunderstandingofvariationaswillbelearnedintheexperimentwiththeRedBeads(Ch.7)couldnolongerparticipateinrefinementofaplanforrankingpeople.
Furtherillustrationsofentwinementofpsychologyanduseofthetheoryofvariation(statisticaltheory)areboundless.Forexample,thenumberofdefectiveitemsthataninspectorfindsdependsonthesizeoftheworkloadpresentedtohim(documentedbyHaroldF.DodgeintheBellTelephoneLaboratoriesaround1926).Aninspector,carefulnottopenalizeanybodyunjustly,maypassanitemthatisjustoutsidetheborderline(OutoftheCrisis,p.266).Theinspectorintheillustrationonpage265ofthesamebook,tosavethejobsof300people,heldtheproportionofdefectiveitemsbelow10percent.Shewasinfearfortheirjobs.
Ateacher,notwishingtopenalizeanyoneunjustly,willpassapupilthatisbarelybelowtherequirementforapassinggrade.
Fearinviteswrongfigures.Bearersofbadnewsfarebadly.Tokeephisjob,anyonemaypresenttohisbossonlygoodnews.
AcommitteeappointedbythePresidentofacompanywillreportwhatthePresidentwishestohear.Wouldtheydarereportotherwise?
Anindividualmayinadvertentlyseektocastahaloabouthimself.HemayreporttoaninterviewerinastudyofreadershipthathereadstheNewYorkTimes,whenactuallythismorningheboughtandreadatabloid.
Statisticalcalculationsandpredictionsbasedonwarpedfiguresmayleadtoconfusion,frustration,andwrongdecisions.
Accounting-basedmeasuresofperformancedriveemployeestoachievetargetsofsales,revenue,andcosts,bymanipulationofprocesses,andbyflatteryordelusivepromisestocajoleacustomerintopurchaseofwhathedoesnotneed(adaptedfromthebookbyH.ThomasJohnson,RelevanceRegained,TheFreePress,1992).
Aleaderoftransformation,andmanagersinvolved,needtolearnthepsychologyofindividuals,thepsychologyofagroup,thepsychologyofsociety,andthepsychologyofchange.
Someunderstandingofvariation,includingappreciationofastablesystem,andsomeunderstandingofspecialcausesandcommoncausesofvariation,areessentialformanagementofasystem,includingmanagementofpeople(Chs.6,7,8,9,10).
UnderstandingVariation
Thefirsthalfofthesessioncoveredthehighlightsofthematerialfromlasttime.TheexamplesfromDonWheeler'
sbook"
UnderstandingVariation"
continuedtoprovidethegroupwithinterestinginsightsastothevalueofusingcontrolchartstounderstandvariation.Storiesaboutreallifereactionstovariationsinresultsremindedusjusthowoftenbehaviorisdrivenby"
2pointcomparisons"
.Wewerealsoremindedofexperienceswherelargepercentagechangesinsmallportionsofthetotalpicturewilldriveanalyststoask,"
What'
shappening?
"
thoughtheprocesswasactuallyincontrol.Smallpercentagechangesgetoverlooked,ontheotherhand,thoughtheyaretheonesreallyfallingoutofnormalcontrollimits.
_MistakeOne:
_Interpretingnoiseasifitwereasignal._MistakeTwo:
_Failingtodetectasignalwhenitispresent.
TheControlChartapproachprovidesatoolforminimizingthechanceofexperiencingthesetwomistakes.人机料法
UsingControlChartsinourworkandlives:
Inthelaterpartofthesession,weinvitedthosewhohaddonetheirhomeworkfromlasttimetosharethedatatheyhadgatheredandcharted.Therewereobservationstakeninboththeworkplaceandinnon-worksettings.
Somegeneralobservationsthatwerediscussed:
-Theactofmeasurementinitselfbringsaboutahighersenseofawarenessoftheprocessbeingobserved.Thisawarenessoftenbringsaboutnewinsightsabouttheprocessandadeeperlevelofunderstanding.
-Onemustbecautiousabout"
explaining"
amajorvariationthatoccurs_inside_thecontrollimitsforthesakeofeliminatingthatpointfromthedata.Thereisthepotentialforassigning"
meaning"
tosuchpoints.Shewhart'
steachingswarnthatsuchbehaviormaynotbeeconomic.Ittakesdisciplinetostayfocusedonwhatfallsoutsidethelimits.
-Muchinthesameveinasabove,it'
sdifficulttoresistthetendencytojumptoconclusionsaboutwhataprocessisdoing,orto"
predict"
whatthecausesofvariationare,basedonpersonalexperiencewiththeprocessbeingmeasured.Whilethatexperienceisvaluable--Dr.Demingreferredtothevalueof"
deepprocessknowledge"
--oneshouldhavefaithinthecontrolcharttoprovidepointerstowhatthemostimportantthingstoworkonare;
thosethatwillbearthelargestsavingsandreductionsinsystemcomplexity.
-Useofthestatisticalmethod_combined_withknowledgeoftheprocessmakesone'
sconfidenceinpredictionmuchhigher.
Thescribe'
sotherdutiesgotthebestofhimthismonth,soweonlyhaveaverybriefnoteonthesession...OurthankstoSteve,JohnandLucilleJurgens,though,forprovidinguswiththeirexperienceandinsightsoverthesepasttwomeetings.
/s/DanRobertson
TheCenterforQualityandProductivityimprovementUniversityofWisconsin610WalnutStreet(608)263-2520Madison,WI53705Fax(608)263-1425
TheCenterforQualityandProductivityimprovement(CQPI)wasestablishedattheUniversityofWisconsin-Madisonin1985.AmongotherthingsCQPIpublishesreports.Thesereportsareavailablethroughtheiroffice;
pleasecallorwriteforanorderformwhichhasanannotatedbibliographyofalltheirreports.AselectedlistofreportswhichIfeelwouldmostinterestqualitymanagementprofessionalfollows.
Report5:
MyFirstTriptoJapan.PeterScholtes,February1986
Report6:
TotalQualityLeadershipvs.ManagementbyControl.BrianL.JoinerandPeterR.Scholtes,February1988.
Tosurviveinincreasinglytoughmarkets,topmanagementinAmericancompanieswillhavetotheirdesireto"
control"
theiremployees,andinsteadlearnwhatitmeanstoprovideTotalQualityLeadership.
Report13:
DoingMoreWithLessinthePublicSector:
AProgressReportfromMadison,Wisconsin.WilliamG.Hunter,JanO'
NeillandCarolWallen,June1986.
ThenewqualityimprovementideascanhelppublicofficialscombattheeffectsofdecreasingbudgetsjustastheyhelpprivatebusinessincreaseproductivityQualityProgress,July1987,pp.19-26.
Report14:
DrasticChangesforWesternManagement.W.EdwardsDeming,June1986.
ThisreportisacompactsummaryofthemostimportantpointsthatDr.W.EdwardsDeminghasbeenmakingaboutchangesthatmustbemadebyAmericanbusinessiftheyaretobecompetitive.
Report15:
HowtoApplyJapaneseCompany-WideQualityControlinOtherCountries.KaoruIshikawa,November1986.
ThisreporthighlightstheexperiencesofKaoruIshikawaa,aleaderinJapan'
sQCmovement,whohasspentthelast20yearsvisitingcountriesallovertheworldtogivelecturesandguidanceonQCimplementation.QualityProgress,September1989,V.22,No.9,pp.70-74
Report17:
EliminatingComplexityfromWork:
ImprovingProductivitybyEnhancingQuality.F.TimothyFuller,July1986.
Increasingqualitydoesnotincreasecost;
infact,itispoorqualitythatincrease"
complexity,"
whichinturnincreasescostsanddecreaseproductivity.NationalProductivityReview,Autumn,1985.
Report18:
TheWorldClassQualityCompany,WilliamA.Golomski,December1986.
Throughalonghistoryofconsultingwithcompaniesaroundtheworld,WilliamGolomskihasfoundsomethemescommontocompaniescapableofachievingworldclassquality.
Report25:
TheScientificContextofQualityImprovement.Geo