THE DEMING SYSTEM OF PROFOUND KNOWLEDG.docx

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