THE DEMING SYSTEM OF PROFOUND KNOWLEDG.docx
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THEDEMINGSYSTEMOFPROFOUNDKNOWLEDG
THEDEMINGSYSTEMOFPROFOUNDKNOWLEDGE
Theprevailingstyleofmanagementmustundergotransformation.Asystemcannotunderstanditself.Thetransformationrequiresaviewfromoutside.Theaimofthischapteristoprovideanoutsideview-alens-thatIcallasystemofprofoundknowledge.Itprovidesamapoftheorybywhichtounderstandtheorganizationsthatweworkin.
Thefirststepistransformationoftheindividual.Thistransformationisdiscontinuous.Itcomesfromunderstandingofthesystemofprofoundknowledge.Theindividual,transformed,willperceivenewmeaningtohislife,toevents,tonumbers,tointeractionsbetweenpeople.
Oncetheindividualunderstandsthesystemofprofoundknowledge,hewillapplyitsprinciplesineverykindofrelationshipwithotherpeople.Hewillhaveabasisforjudgmentofhisowndecisionsandfortransformationoftheorganizationsthathebelongsto.Theindividual,oncetransformed,will:
-Setanexample-Beagoodlistener,butwillnotcompromise-Continuallyteachotherpeople-Helppeopletopullawayfromtheircurrentpracticeandbeliefsandmoveintothenewphilosophywithoutafeelingofguiltaboutthepast
Thelayoutofprofoundknowledgeappearshereinfourparts,allrelatedtoeachother:
-Appreciationforasystem-Knowledgeaboutvariation-Theoryofknowledge-Psychology
Oneneednotbeeminentinanypartnorinallfourpartsinordertounderstanditandtoapplyit.The14pointsformanagement(OutoftheCrisis,Ch.2)inindustry,education,andgovernmentfollownaturallyasapplicationofthisoutsideknowledge,fortransformationfromthepresentstyleofWesternmanagementtooneofoptimization.
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