Book : The Essential Deming Leadership Principles From The..

-Titulo Original : The Essential Deming Leadership Principles From The Father Of Quality

-Fabricante :

McGraw Hill

-Descripcion Original:

Excerpt. © Reprinted by permission. All rights reserved. THE ESSENTIAL DEMINGLeadership Principles from the Father of QualityBy W. Edwards Deming, Joyce Nilsson OrsiniThe McGraw-Hill Companies, Inc.Copyright © 2013 The W. Edwards Deming InstituteAll rights reserved.ISBN: 978-0-07-179022-2ContentsPreface1. The World Is Being Ruined by Best Efforts (Best Efforts Without Guidance Lead to Failure)2. Quality Is Made in the Boardroom (Only Top Management Can Make the Decisions Necessary to Assure Quality)3. By What Method? (How Can We Bring About Improvement?)4. There Is No Such Thing as Instant Pudding (Demings 14 Points for Management)5. A System Must Be Managed (People Are Part of the System)6. There Is No Substitute for Knowledge (Information Is Not Knowledge)7. Management Is Prediction (Statistical Thinking Is Required)8. What Happened in Japan?IndexExcerptCHAPTER 1The World Is Being Ruined by Best Efforts(Best Efforts Without Guidance Lead to Failure)People sometimes find themselves in a situation where things dont go right.The best employees find ways to correct the problem. I put the word correct inquotes because often the corrections wind up making things worse. Not because ofmal-intent or lack of follow-through. If the problem is caused by the way theprocess is designed (a management responsibility), the tweaking done by theemployee may alter the system in such a way that future products or services areeven worse. The correction addresses the wrong problem and winds up doing moreharm than good. Its counter-intuitive to believe that your best workers, doingtheir best, could make things worse. Best efforts wont cut it; bettermanagement of the system is needed.This chapter contains articles that Deming wrote between 1978 and 1992, tryingto help management take responsibility for actively managing. He recognized thatmany of the bad practices were so ingrained that they would take decades to berid of. He also realized that many executives had no idea how much trouble theywere in. He likened the situation in America to that in Japan in the late 1940s.At the end of the chapter are articles specifically on problems with the meritpay system, competition and monopolies, and quality control (QC)-Circles.* * *Deming wrote this note to himself to capture his thought that the UnitedStates is in a state of crisis, much as Japan had been after World War II. Butunlike the Japanese, the United States doesnt know theyre in a crisis.The Invisible CrisisJapan was in a crisis. The crisis was visible, the country blown to bits,destroyed by fire. Our country is in a worse crisis because it is invisible.Japanese top management asked me in 1950 to come to help. Japan soon became aneconomic power. The secret:Management of a system, cooperation between components, not competition.Management of people.We suffer from evil styles of management, such as ranking people, divisions,plants (creating competition between people), management by results, failure tounderstand cooperation in a system in which everybody wins.Transformation is required: not mere change. Transformation requires ProfoundKnowledge.From a note written April 4, 1992.* * *Fourteen years earlier, in a letter to the dean of a university, Demingdiscusses the many road-blocks that stand in the way of improvement of Americanindustry. He talks about the joint efforts of the production-worker andmanagement in Japan and the mistaken notion that the Japanese copy from others.If they are copying, how did they get so far ahead?, he wondered.Poor performance in American companies lies, at least in part, in the failure ofAmerican management to keep abreast of modern methods of management andinnovation, Deming believed. Relations between the American production-workerand American management presents a sad spectacle he states in thiscommunication.Irrational Explanations and ExcusesA road-block stands in the way of improved productivity in American industry, sobadly needed in view of Ameri