Folks, I want to make an introduction and foundation to Dr Deming's work as simple and as least expensive as possible for everyone. You need one textbook. This book I bought in a surplus book store twenty years ago for $4.99. You heard me correct, four-dollars and ninety-nine cents. $4.99 for a ROI in the hundreds of thousands of dollars adding up into the millions in cost savings at minimal costs many times over. And this occurring for the most part in organizations that were contrary to CQI. If I counted all the potential savings it would be in human lives and millions more. I exaggerate not.
The textbook for our course is the "Deming Management Method" (DMM) by Mary Walton. The book's jacket is a simple black cover and on the front under the title are these words, "W. Edward Deming, the genius who revitalized Japanese industry, offers his UNORTHODOX system to make "Made in America" a guarantee of quality-again!" What a simple sentence pregnant with meaning! Yes, DMM was and is unorthodox because western management IN GENERAL does not understand people, and is more interested in making money. It is unorthodox for those who are accustom to make money (or power) the main goal of management/leadership versus the prosperity of all. This book came out in 1986 and was republished in 1988. The words are just as relevant today as they were over twenty years ago.
In this textbook you will first read a personal story about the man, his first visit to Japan and what became his motivating impetus: the betterment of people. You will read about the Japanese people and their plight after the destruction of World War II, brought upon them by their goverment and their own people and how it deeply affected Dr. Deming. Then you will read of the "Parable of the Red Beads" and its simple lessons:
The textbook for our course is the "Deming Management Method" (DMM) by Mary Walton. The book's jacket is a simple black cover and on the front under the title are these words, "W. Edward Deming, the genius who revitalized Japanese industry, offers his UNORTHODOX system to make "Made in America" a guarantee of quality-again!" What a simple sentence pregnant with meaning! Yes, DMM was and is unorthodox because western management IN GENERAL does not understand people, and is more interested in making money. It is unorthodox for those who are accustom to make money (or power) the main goal of management/leadership versus the prosperity of all. This book came out in 1986 and was republished in 1988. The words are just as relevant today as they were over twenty years ago.
In this textbook you will first read a personal story about the man, his first visit to Japan and what became his motivating impetus: the betterment of people. You will read about the Japanese people and their plight after the destruction of World War II, brought upon them by their goverment and their own people and how it deeply affected Dr. Deming. Then you will read of the "Parable of the Red Beads" and its simple lessons:
1) variation is part of any process
2) prediction
3) workers working within systems that are beyond their control
4) only management can change the system
5) some workers will always be above average and some below.
To name a few. Then there are short chapters on Dr Deming's 14 points, 7 deadly sins and some obstacles to good management. A short chapter on some basic statistics is included followed by a chapter on the Deming Prize, the greatest quality achievement award in Japan. Then there are eight short chapters on practical examples of the implemetation of Dr Deming's advice. The first example being Ford Motor who did not follow through, but each example will at least show the potential of DMM even if they had no lasting power.
I will add one supplemental textbook that is optional in our self-taught course, "The Goal" by Eliyahu Goldratt. The reason I mention this book, is Mary Walton only uses the word system twice in the chapter on the Red Beads Experiment, and it is assumed that the reader understands what a system is. You cannot take for granted in our course that there is an understanding of what a system is. We are surrounded by interacting systems whether in business or in our personal life. Systems are ways of making order in our minds out of the things we see around us. But the reality is the things around us are far greater and complex than these systems in our minds. We just can't see the big picture. System thinking ultimately leaves us with a wonderment of life around us that is much bigger than us. If you don't thinks so, go to the mountains, or sailing on the ocean with unbroken horizons, or Yosemite or the Grand Canyon. A developed systems concept is essential in operating within the complex business organizations we work in. And that is why I present this optional textbook if the student, of which I am one, feels his own understanding of a system is lacking. After reading "The Goal" you will find yourself on the way to a sound foundation of systems for the future.
Begin your life long course!
I will add one supplemental textbook that is optional in our self-taught course, "The Goal" by Eliyahu Goldratt. The reason I mention this book, is Mary Walton only uses the word system twice in the chapter on the Red Beads Experiment, and it is assumed that the reader understands what a system is. You cannot take for granted in our course that there is an understanding of what a system is. We are surrounded by interacting systems whether in business or in our personal life. Systems are ways of making order in our minds out of the things we see around us. But the reality is the things around us are far greater and complex than these systems in our minds. We just can't see the big picture. System thinking ultimately leaves us with a wonderment of life around us that is much bigger than us. If you don't thinks so, go to the mountains, or sailing on the ocean with unbroken horizons, or Yosemite or the Grand Canyon. A developed systems concept is essential in operating within the complex business organizations we work in. And that is why I present this optional textbook if the student, of which I am one, feels his own understanding of a system is lacking. After reading "The Goal" you will find yourself on the way to a sound foundation of systems for the future.
Begin your life long course!
No comments:
Post a Comment