Out of Another @#&*% Crisis!

Mike Micklewright

Description

In 1982, Dr. W. Edwards Deming wrote Out of the Crisis. At that time, the United States was enduring a crisis of low quality and high costs. Its previous dominance in the provision of goods and services was being challenged primarily by the Japanese. American consumers were becoming choosier in their product choices and when given two products of equal price, they were choosing the product with the higher quality levels, regardless of where it was built. So where does the United States stand today? Has it settled into an acknowledged competitive position, 28 years later? Have we remembered Dr. Deming’s words and his 14 Points, or have we forgotten all he taught so little time ago?
This book explores just that. One of its purposes is to dissect each of the principles and see how we rate as a society, as an economy, and as a country when compared to these principles that the very wise Dr. Deming defined for us in the early '80s. It analyzes how practices and tools such as quality circles, total quality management, zero defects, benchmarking, balanced scorecard, reengineering, ISO 9001, Six Sigma, and lean either support or do not support Deming’s principles.
The goal of this book is to resurrect the Deming principles, to create more Demingites who will also preach and spread the word of Deming for the good of society, and to shock and tell it like it is, much like Deming would.
"The quality professionals and Deming community, and heck the top management of every organization, really need to read chapter 3 of this book: 'How do U.S. Companies Rate Today against Deming's 14 Points?' Mike provides a lot of facts and data to support his case. This sole chapter is worth the price of the book! But you also have to see the rest!" Alberto A. Molinar ASQ CQE, CQA

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Total Quality Management
• Gestion et management
• risk management
• FMEA
• Economics
• Analyse des modes de défaillance, de leurs effets et de leur criticité

Informations

• Publié par: ASQ Quality Press
• Date de parution: 15 décembre 2009
• Nombre de lectures: 0
• EAN13: 9780873891691
• Langue: English
• Poids de l'ouvrage: 2 Mo

Extrait

Out of Another @#&*% Crisis!

Also available from ASQ Quality Press:

Lean ISO 9001: Adding Spark to Your ISO 9001 QMS and Sustainability to Your Lean Efforts Mike Micklewright

Learning Lean 5S: Quality Pocket of Knowledge (QPoK) ASQ

Lean Kaizen: A Simplified Approach to Process Improvements George Alukal and Anthony Manos

Lean for Service Organizations and Offices: A Holistic Approach for Achieving Operational Excellence and Improvements Debashis Sarkar

5S for Service Organizations and Offices: A Lean Look at Improvements Debashis Sarkar

Solutions to the Healthcare Quality Crisis: Cases and Examples of Lean Six Sigma in Healthcare Søren Bisgaard, editor

The Executive Guide to Understanding and Implementing Lean Six Sigma: The Financial Impact Robert M. Meisel, Steven J. Babb, Steven F. Marsh, and James P. Schlichting

Managing the Customer Experience: A MeasurementBased Approach Morris Wilburn

A Lean Guide to Transforming Healthcare: How to Implement Lean Principles in Hospitals, Medical Offices, Clinics, and Other Healthcare Organizations Thomas G. Zidel

Root Cause Analysis: Simplified Tools and Techniques, Second Edition Bjørn Andersen and Tom Fagerhaug

The Certified Manager of Quality/Organizational Excellence Handbook, Third Edition Russell T. Westcott, editor

To request a complimentary catalog of ASQ Quality Press publications, call 8002481946, or visit our Web site at http://www.asq.org/qualitypress.

Out of Another @#&*% Crisis!

Motivation Through Humiliation

Mike Micklewright

ASQ Quality Press Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee 53203 © 2010 by Mike Micklewright All rights reserved. Published 2010 Printed in the United States of America 16 15 14 13 12 11 10 5 4 3 2 1

Library of Congress CataloginginPublication Data

Micklewright, Mike.  Out of another @#&*% crisis!: motivation through humiliation / Mike Micklewright.  p. cm.  Includes bibliographical references and index.  ISBN 9780873897839 (hbk. : alk. paper)  1. Total quality management 2. Organizational effectiveness. 3. Deming, W. Edwards  (William Edwards), 1900–1993 I. Title.  HD62.15.M54 2010  658.4'013—dc22 2010000567

ISBN: 9780873897839

No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Publisher: William A. Tony Acquisitions Editor: Matt T. Meinholz Project Editor: Paul O’Mara Production Administrator: Randall Benson

ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.

Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, video, audio, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use. For information, please contact ASQ Quality Press at 8002481946, or write to ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 532013005.

To place orders or to request ASQ membership information, call 8002481946. Visit our Web site at http://www.asq.org/qualitypress.

 Printed on acidfree paper

Table of Contents

A Few Things About the Format of This Book . . . . . . . . . . . . . . . . . Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 1 Who Was Deming and What Shaped His Life/Principles? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . God or Thorn? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Quality versus Lean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deming As a Speaker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deming’s Past and What Shaped His Life/Principles . . . . . . . . Composing Music . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summer Clothing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Work During the College Years—Dr. Shewhart and Variation Reduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Work During the College Years—SelfImprovement . . . . . . . . Chapter 2 Tools versus Principles . . . . . . . . . . . . . . . . . . . . . . . . But What Is a Principle? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deming’s 14 Principles for Transformation of Western Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Toyota’s Principles (As Documented inThe Toyota Way) . . . . . The Pillars Upon Which the 14 Principles of Toyota Are Based. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SelfReliance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Lean Paradox. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Incessant Focus on and Use of Root Cause Analysis . . . . . Practices/Tools That May Not Support Your Principles— Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Some Principles Might Have No Backbone—ISO 9001 . . . . . .

5

9 14 22

25 25 26 28 28 29 30

31 31 33 36

36 38

39 40 42 42

45 46

237 pages remaining(2.0% read)

6

Table of Contents

What’s a Leader to Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 3 How Do U.S. Companies Rate Today against Deming’s 14 Points? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Point #1: Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs . . . . . . Point #2: Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Point #3: Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. . . . . . . . . Point #4: End the practice of awarding business on the basis of a price tag. Instead minimize total cost. Move toward a single supplier for any one item, on a longterm relationship of loyalty and trust. . . . . . . . . . . . . . . . . . . . . . . Point #5: Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. . . . . . . . . . Point #6: Institute training on the job. . . . . . . . . . . . . . . . . . . . . Point #7: Institute leadership. The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers. . . . . . Point #8: Drive out fear so that everyone may work effectively for the company. . . . . . . . . . . . . . . . . . . . . . . . . . . Point #9: Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Point #10: Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Point #11a: Eliminate work standards (quotas) on the factory floor. Substitute leadership. . . . . . . . . . . . . . . . . . . . . Point #11b: Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

236 pages remaining(2.5% read)

46

49

49

54

60

61

66 72

74

89

93

97

98

100

Table of Contents

Point #12: Remove barriers that rob people of pride of workmanship.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Point #13: Institute a vigorous program of education and selfimprovement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Point #14: Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 4 What Would Deming Probably Think of Today’s Movements? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lean Six Sigma. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lean and Green . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lean Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ISO 9001 (And ISO/TS 16949, ISO 13485, AS 9100, TL 9000) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Offshoring. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Balanced Scorecard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Training Within Industry (TWI) . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 5 Knowledge versus Certification. . . . . . . . . . . . . . . . . Continuous SelfImprovement Through Knowledge Gain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Why Get a Black Belt? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Part of Certification Do You Not Understand?. . . . . . . . . Lean Six Sigma Is an Oxymoron and Many Morons Are Buying It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Real Six Sigma Stories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Knowledge and Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . My Story As a Potential Supervisor . . . . . . . . . . . . . . . . . . . . . . What to Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 6 Why Root Cause Analysis Sucks in America. . . . . . The Root Causes Lies in the Lack of the Identification of Correct Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Root Causes of Toyota’s Success . . . . . . . . . . . . . . . . . . . . . . . . Expensive BandAids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Root Cause Analysis and Dr. Deming . . . . . . . . . . . . . . . . . . . .

Chapter 7 Dr. Deming As the Early Pioneer of Lean . . . . . . . . Continual versus Continuous Improvement . . . . . . . . . . . . . . . .

7

104

109

111

115 116 128 136 147 149

152 165 172 174

181

181 182 183

184 185 191 192 192

195

199 200 201 203

205 206

235 pages remaining(2.9% read)

8

Table of Contents

Dr. Deming Lived Lean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 8 From Grades . . . to Pay for Grades . . . to Pay for Performance . . . to Pay to Play . . . . . . . . . . . . . . . . . . . . . . No Child Left Behind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . From Grades . . . to Pay for Grades . . . to Pay for Performance . . . to Pay to Play . . . . . . . . . . . . . . . . . . . . . . . What Does Dr. Deming Have in Common with the Founder of Kinko’s?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 9 I’m Sorry—the Recession of ’07–’09 Was My Fault . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Challenge #1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Challenge #2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Challenge #3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Challenge #4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 10 Going Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Some Possible Actions to Take . . . . . . . . . . . . . . . . . . . . . . . . . . Appendix: Are You a Member of S.A.D. (Society of AntiDeming)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

234 pages remaining(3.3% read)

207

211 212 214

215

217

221 222 224 226 228 229 230

233 241 i

A Few Things About the Format of This Book

erhaps because of the almost sick way I grew up—and many of us grew up—reaching the goal was always the most important thing, a la P borious chore. This mindset has been prevalent even when I have read even if the process along the way to reaching that goal was usually books, and I have read many books. It’s hard for me to put a book down and stop reading it, even if it’s a bad book. I feel like somehow, something very interesting will eventually come of the book, and I do not want to miss it. Plus, I want the credit, from myself, for completing the book. I can not give myself credit for a book only half completed. Also, I have other books waiting in queue and I want to get to them as quickly as possible, but I’m still reading the boring book and the possible good books will just have to wait. So, with time I have learned that it is the process of gaining knowledge that is most important and not how many books have been completed. If I begin to read a book in which the knowledge gained is little compared to the time put into reading the book, I will put it down and start with a new book. This has been difficult to do because it goes against what I have come to expect in the form of a grade, gold star, diploma, degree, certificate, merit raise based on performance, and Black Belt. Oftentimes, I find myself angry about the beginning sections of books. There are always sections like Contents, Acknowledgments, Preface, Foreword,Introduction,andDedication.Iwanttotelltheauthorsandpub lishers that if you want me to read those sections, then give me credit for reading those sections. It’s not fair to number those pages with an extinct Roman numeral system. That’s crazy. No one uses Roman numerals any more except when counting Super Bowls. And even then, how many aver age football fans would know that Super Bowl XXXVIII was really Super Bowl 38? So why do we use Roman numerals at the beginning of books? If

9

233 pages remaining(3.7% read)