THE DEMING SYSTEM OF PROFOUND KNOWLEDGWord文件下载.docx

1、 The various segments of the system of profound knowledge proposed here can not be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation. A manager of people needs to understand that all people are different. This is not ranking people.

2、He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. A psychologist that possesses even a crude understanding of variation as will be learned in the experiment with the Red Beads （Ch. 7） could no longer participat

3、e in refinement of a plan for ranking people. Further illustrations of entwinement of psychology and use of the theory of variation （statistical theory） are boundless. For example, the number of defective items that an inspector finds depends on the size of the work load presented to him （documented

4、 by Harold F. Dodge in the Bell Telephone Laboratories around 1926）. An inspector, careful not to penalize anybody unjustly, may pass an item that is just outside the borderline （Out of the Crisis, p. 266）. The inspector in the illustration on page 265 of the same book, to save the jobs of 300 peopl

5、e, held the proportion of defective items below 10 per cent. She was in fear for their jobs. A teacher, not wishing to penalize anyone unjustly, will pass a pupil that is barely below the requirement for a passing grade. Fear invites wrong figures. Bearers of bad news fare badly. To keep his job, an

6、yone may present to his boss only good news. A committee appointed by the President of a company will report what the President wishes to hear. Would they dare report otherwise? An individual may inadvertently seek to cast a halo about himself. He may report to an interviewer in a study of readershi

7、p that he reads the New York Times, when actually this morning he bought and read a tabloid. Statistical calculations and predictions based on warped figures may lead to confusion, frustration, and wrong decisions. Accounting-based measures of performance drive employees to achieve targets of sales,

8、 revenue, and costs, by manipulation of processes, and by flattery or delusive promises to cajole a customer into purchase of what he does not need （adapted from the book by H. Thomas Johnson, Relevance Regained, The Free Press, 1992）. A leader of transformation, and managers involved, need to learn

9、 the psychology of individuals, the psychology of a group, the psychology of society, and the psychology of change. Some understanding of variation, including appreciation of a stable system, and some understanding of special causes and common causes of variation, are essential for management of a s

10、ystem, including management of people （Chs. 6, 7, 8, 9, 10）. Understanding Variation The first half of the session covered the highlights of the material from last time. The examples from Don Wheelers book Understanding Variation continued to provide the group with interesting insights as to the val

11、ue of using control charts to understand variation. Stories about real life reactions to variations in results reminded us just how often behavior is driven by 2 point comparisons. We were also reminded of experiences where large percentage changes in small portions of the total picture will drive a

12、nalysts to ask, Whats happening?, though the process was actually in control. Small percentage changes get overlooked, on the other hand, though they are the ones really falling out of normal control limits. _Mistake One:_ Interpreting noise as if it were a signal. _Mistake Two:_ Failing to detect a

13、 signal when it is present. The Control Chart approach provides a tool for minimizing the chance of experiencing these two mistakes.人机料法 Using Control Charts in our work and lives:In the later part of the session, we invited those who had done their homework from last time to share the data they had

14、 gathered and charted. There were observations taken in both the workplace and in non-work settings. Some general observations that were discussed:- The act of measurement in itself brings about a higher sense of awareness of the process being observed. This awareness often brings about new insights

15、 about the process and a deeper level of understanding. - One must be cautious about explaining a major variation that occurs _inside_ the control limits for the sake of eliminating that point from the data. There is the potential for assigning meaning to such points. Shewharts teachings warn that s

16、uch behavior may not be economic. It takes discipline to stay focused on what falls outside the limits. - Much in the same vein as above, its difficult to resist the tendency to jump to conclusions about what a process is doing, or to predict what the causes of variation are, based on personal exper

17、ience with the process being measured. While that experience is valuable - Dr. Deming referred to the value of deep process knowledge - one should have faith in the control chart to provide pointers to what the most important things to work on are; those that will bear the largest savings and reduct

18、ions in system complexity. - Use of the statistical method _combined_ with knowledge of the process makes ones confidence in prediction much higher. The scribes other duties got the best of him this month, so we only have a very brief note on the session. Our thanks to Steve, John and Lucille Jurgen

19、s, though, for providing us with their experience and insights over these past two meetings. /s/ Dan Robertson The Center for Quality and Productivity improvement University of Wisconsin 610 Walnut Street （608） 263-2520 Madison, WI 53705 Fax （608） 263-1425 The Center for Quality and Productivity imp

20、rovement （CQPI） was established at the University of Wisconsin-Madison in 1985. Among other things CQPI publishes reports. These reports are available through their office; please call or write for an order form which has an annotated bibliography of all their reports. A selected list of reports whi

21、ch I feel would most interest quality management professional follows. Report 5: My First Trip to Japan. Peter Scholtes, February 1986 Report 6: Total Quality Leadership vs. Management by Control. Brian L. Joiner and Peter R. Scholtes, February 1988. To survive in increasingly tough markets, top man

22、agement in American companies will have to their desire to control their employees, and instead learn what it means to provide Total Quality Leadership. Report 13: Doing More With Less in the Public Sector: A Progress Report from Madison, Wisconsin. William G. Hunter, Jan ONeill and Carol Wallen, Ju

23、ne 1986. The new quality improvement ideas can help public officials combat the effects of decreasing budgets just as they help private business increase productivity Quality Progress, July 1987, pp. 19-26. Report 14: Drastic Changes for Western Management. W. Edwards Deming, June 1986. This report

24、is a compact summary of the most important points that Dr. W. Edwards Deming has been making about changes that must be made by American business if they are to be competitive. Report 15: How to Apply Japanese Company-Wide Quality Control in Other Countries. Kaoru Ishikawa, November 1986. This repor

25、t highlights the experiences of Kaoru Ishikawa a, a leader in Japans QC movement, who has spent the last 20 years visiting countries all over the world to give lectures and guidance on QC implementation. Quality Progress, September 1989, V. 22, No. 9, pp. 70-74 Report 17: Eliminating Complexity from

26、 Work: Improving Productivity by Enhancing Quality. F. Timothy Fuller, July 1986. Increasing quality does not increase cost; in fact, it is poor quality that increase complexity, which in turn increases costs and decrease productivity. National Productivity Review, Autumn, 1985. Report 18: The World Class Quality Company, William A. Golomski, December 1986. Through a long history of consulting with companies around the world, William Golomski has found some themes common to companies capable of achieving world class quality. Report 25: The Scientific Context of Quality Improvement. Geo