DEMING Flashcards
Describe the Action Plan
- Management struggles over the 14 Points, Deadly Diseases and Obstacles; agrees meaning and plans direction.
- Management takes pride and develops courage for the new direction.
- Management explains to the organisation why change is necessary.
- Divide every company activity into stages; identify the customer of each stage as the next stage. Continual improvement at each stage with stages working together towards quality, e.g. Kaizen.
- Start a.s.a.p. to construct the organisation to guide continual quality improvement, e.g. P-D-C-A cycle.
- Everyone can take part in a team to improve the input and output of any stage,
- Embark on the construction of organisation for quality i.e. bring in the statisticians.
What is the PDCA Quality Cycle?
Plan- understand and confirm the problem, collect the data, decide on an approach
Do – on a small scale
Check- that the outcome is as desired and there have not been adverse effects elsewhere
Action- install as the standard
Repeat cycle as necessary
Obstacle - Why was Deming critical of management that ‘blames workforce for problems’?
85/15 split of responsibility.
Management working ON the system. Workers working IN the system.
Common/Special causes
Not understanding source of problems will make things worse.
Obstacle - Why was Deming critical of organisations that “constantly searched for examples”
Finding solution elsewhere and copying examples teaches nothing.
Need to understand why practice fails or succeeds
Removes responsibility for managing the problem
Need to understand own organization and recognize everyone is different so blindly copying and expecting a solution to work in an unique culture is doomed to failure.
Why does Deming suggest that management should work to “eliminate numerical quotas”?
Quotas impede quality
They frequently carry allowance for defectives and scrap which ensures that management will get them.
Those below average performance unable to achieve quota and those above will be held back.
Weaker performers will distort the system at the expense of quality to achieve quotas while stronger performers will keep quiet about why they do so well. Both good and bad practice gets hidden.
Quotas often set at average performance levels. Half the workforce will be below average!
Demings reasoning behind breaking down barriers between departments and discuss effective alternative approach a manufacturing organisation might adopt.
Barriers may be physical, organisational or emotional.
Over-the-wall product development .
Poor communication,
The message gets lost or diluted.
Costs incurred.
Customer(s) rarely get what they asked for.
Might use concurrent or simultaneous engineering.
Deadly Diseases - The evaluation of performance, merit rating, or annual review:
- Individual goals can become more important than those of the organization.
- It can also destroy team work, nurture rivalry, causes hopelessness.
- Encourages short-term performance at the expense of long-term planning.
- On the other hand, individuals need to be rewarded for effort.
- In some organisations competition is vital.
Deadly Disease- The “mobility of management”:
- Skills lost by organisation.
- lack of job security leads to lack of loyalty.
- Managers fail to adopt long term policies.
- Managers don’t take responsibility for their decisions.
• On the other hand managers need to be kept on their toes.
What does Deming mean by the need to “drive out fear?
Encourages communication up, down and across the organisation.
People should not be frightened or discouraged from making suggestions or asking for help etc.
Must take advantage of everyone’s full potential.
Deadly Disease - The focusing on “short term profits”
This results from fear of dropping share price, takeovers and loss of management jobs.
Short term profits achieved by cutting: Training, Investment, staffing levels
Counter argument: City requires short and long term profits.
Deadly Disease -
Management “by use only of visible figures with little or no consideration of unknown or unknowable figures”
Visible figures include productivity, profit, output.
Invisible figures may include quality, produce improvement and customer satisfaction.
Why did he emphasize on creating a constancy of purpose?
- Required in order for the management system to help the organization succeed.
- Without it you’re unable to push decision making out to everyone in the organization.
- If there isn’t shared understanding of the principles that are suppose to drive decisions, there could be chaos.
Obstacles
Motivational Educational Continued reliance on standards Use of technology Blaming the workforce for problems The search for examples
System of Profound Knowledge
- Appreciation for a system.
- Knowledge of statistical theory.
- Theory of knowledge.
- Knowledge of psychology.
Deadly Diseases
Lack of constancy of purpose Emphasis on short term profits Evaluation of performance, merit rating or annual review Mobility of Management Management use only visible figures
