Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Sat Dec 01, 2007 9:33 am Post subject: Obstacle One: Taking a “cafeteria” approach
Dr. Deming’s fourteen points are the basis of his entire philosophy. When I first read the list, I think like many people, there were things with which I immediately agreed and things with which I didn’t. Many people decide to attempt to take those things with which they agree and implement only those. Those things with which they do not agree or do not fully understand they simply disregard. This is like going down the line at the cafeteria, picking out the things we like and not the things we do not.
With this approach, there are usually a few initial improvements. This is due to resolving a few special causes and the manager is encouraged. The successes now stop due to obstacles we have failed to resolve. The manager becomes discouraged and starts looking for quick fixes. After a while they move on to the next program, usually with a resentment that “Deming doesn’t work.”
Each of the fourteen points is equally necessary and all are interdependent on each other. Instead of picking and choosing, those points we do not understand must be studied until we do. This is not to say we must implement all points at once nor defray implementation until we understand the entire philosophy. It means we must get started and try to make decisions based on the theory, rather than jumping from one theory to another. We must also continue to study those points we do not understand.
Dr. Deming’s philosophy is based on the scientific method, long-term focus and human psychology. It can be used in every facet of the business and applied with equal success in any business. Trying to mix it with parts and pieces from other contradictory philosophies will all but insure failure.
The good news is the theory can be applied by anyone, it takes very little money and it will always work when rightly applied. The bad news is, it takes effort, study and most of all a long-term commitment to succeed. This is why it must be driven from the top. A person who is being pressured by others to produce results on a constant, regular basis will be discouraged. It does not happen that way.
Rather results tend to come in spurts with varying times in between. This is due to our human limitations of understanding and the human limitation of accepting change rather than any weakness in the theory. Just as a scientist may work on an experiment for months and then have an “ah hah” moment. This insight may also produce several others, but then a good deal more work and understanding is needed to move to the next level.
As we implement the theory we begin building the infrastructure for future improvement. Money and effort alone cannot do this, the infrastructure must be in place. Improvements continue to come along the way, at irregular intervals. Only by looking back do we realize how far we have come. The problems we used to have no longer plague us, profits are better than ever, growth comes easily and best of all we enjoy the work we now do.
Joined: 17 May 2007 Posts: 38 Location: New Iberia, La.70560
Posted: Sun Jan 06, 2008 11:37 am Post subject:
Hi Louis,
Please comment further on
Quote:
As we implement the theory we begin building the infrastructure for future improvement. Money and effort alone cannot do this, the infrastructure must be in place.
Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Sun Jan 06, 2008 6:06 pm Post subject:
slimmv wrote:
Hi Louis,
Please comment further on
Quote:
As we implement the theory we begin building the infrastructure for future improvement. Money and effort alone cannot do this, the infrastructure must be in place.
Thanks!
Hi Mike,
This implies that every point of the theory is dependent on [all of the] other points. They all work together to form a successful business. For example, I may look at the points and decide I wish to implement training, remove fear, work with vendors for constant improvement and remove incentives.
Unless I have also worked to implement leadership and create joy in work, the results may be dismal. People who have been highly "incentivised" for years no longer have an incentive. Their method of keeping score is now gone and has been replaced by nothing. At first they do a bit better, because of the more pleasant work environment. Eventually production starts to fall off.
At this point, the manager who has not adopted constancy of purpose [point one] is in a dilemma. It is far easier [and perhaps more palatable] to blame the philosophy. This normally involves some revised version of incentives [bonus plan, base rate with a bonus, etc.]
At this point a contrary [conflicting] theory is being added. Eventually whatever good may have been done will be undone and the manager will come away feeling "Deming doesn't work," or at least it doesn't work for me.
Rather, effort must be spent to understand and implement every part. Certainly this cannot be accomplished at once. The point is we must not ignore points we do not understand or agree with. We also cannot take certain points and mix them with other theories and expect good results.
Thanks for your interest Mike. I had intended to write on each of the obstacles mentioned. When there appeared to be little response, I decided to re-direct the effort to other post. If there is anything more I can add, or if this did not fully address your question, please let me know.
Joined: 19 May 2007 Posts: 206 Location: Camp Verde, AZ
Posted: Sun Jan 06, 2008 11:16 pm Post subject:
louis wrote:
Thanks for your interest Mike. I had intended to write on each of the obstacles mentioned. When there appeared to be little response, I decided to re-direct the effort to other post. If there is anything more I can add, or if this did not fully address your question, please let me know.
Louis,
Please continue writing on each of the obstacles. I find them very interesting but do not always know how to respond. With the small amount of people posting, it sometimes seems that I am always responding.
George Witt has told me that he was surprised at the amount of lurkers on iATN. A tremendous amount of people have told him they read and learn but do not post. Keep writing, I'll keep learning.
Thanks,
_________________ David Wittmayer
Owner / Manager
Hansen Enterprises Fleet Repair, LLC
Camp Verde, AZ
www.hefrshop.com
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