Out of the Crisis.Org

[Louis Altazan]

Dr. W. Edwards Deming's Fourteen points

Point Nine: Break down barriers between staff areas speaks of cooperation between all the stakeholders of the business. I believe removing boundaries, real or imagined, is a great stride to constant improvement and a foundation for trust.

Deming taught, the fourteen points were all necessary and not a list from which to pick and choose. The failures I have experienced others having with the philosophy are normally a result of that practice. What I present here is my interpretation of these points, as I understand them.



Point Ten: Eliminate slogans, exhortations, and targets for the work force.

Over the years I have seen countless signs urging workers on. "You are responsible for your own safety!" Below the sign is a grinding machine that is not grounded, on a damp floor. There is no face shield and the guards are missing. The grinding wheel is ½" from the tool rest and the wrong RPM rating for the machine. Safety is not taken seriously and the sign is a joke.

Nothing may be wrong with a sign that offers information. Management’s statement that the employee is responsible is ridiculous. Safety in the workplace is the responsibility of management. There are several laws, agencies and court decisions to back this up. The sign accomplishes nothing.

The concept extends far beyond simple signs and even safety. A trained and properly equipped person performing work they understand can produce a certain amount of output. With several daily samples the amount of output can be plotted on a chart. After a period the upper and lower control limit can be accurately calculated.

Once special causes are removed the person is in statistical control of their work. Unless there is a shift in the process [special cause] the output will continue, within the calculated limits. Setting a target [goal] above these limits is like the sign on the grinding machine. It will not consistently be met without a change of the process. Setting a goal [target] for an employee without a plan is useless.

Production can be increased, with a plan. For instance, it may be noted that the worker is idle and without work to perform, 15% of the time. It is also observed that they spend 10% of their time on non-productive task, such as fetching parts. Through marketing the work flow can be increased. The worker may now only be idle 5% of the time and his production is 10% better. The part source in brought close to the worker, again production increases.

The worker now produces more, without additional effort. This is an example of shift in process or improvement of the system. Setting a goal for them is totally unnecessary and can become a ceiling to improvement.

Another manager may arbitrarily decide the worker can produce 10% more. The manager sets a goal of 10% with no other change. Perhaps an incentive is offered for meeting the goal. The worker tries hard to reach the goal, but can not without unnatural effort . The manager is disappointed and the worker feels badly. The goal had no basis in fact nor any plan to be reached.

If a worker can do ten-percent more today without a plan, why wasn’t he doing it yesterday? The only answer is management must think the worker was goofing off. If ten-percent can be reached without a plan, why not 50%?

Expecting goals set for others, with no basis in fact, plans or resources to be accomplished is unrealistic. If a worker is not in statistical control of their work [production outside of control limits in either directions] special causes exist. These special causes must be addressed. Perhaps the worker is doing work for which they are untrained. The worker may have a great deal of interruptions that vary greatly in duration.

Management should set a goal [aim] for themselves, to remove special causes. Once statistical control is achieved, the aim should shift to continually improve the process. Setting arbitrary numerical goals for others is not management, it is abdication of management.

Posting signs for workers to put their back into it will accomplish little. They are seen as a joke and may even damage morale. Management must establish an aim of constant improvement. This should be based on statistical methods (SPC) and a plan (PDSA) to accomplish the improvement. Signs, slogans and exhortations are simply "warm and fuzzy" to give the appearance of improvement.

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Louis Altazan
Owner/Manager AGCO Automotive Corporation
Baton Rouge, LA