OK. I
finally got to the point where I can elaborate on some of the content,
and Deming's content definitely need some context. Right now I'm just
worried about consistently shipping value, however rough it may be.
I heard about Dr. Deming by chance at the gym one morning while talking to what I thought was a grouchy old man.
I was watching formula one racing and stuck up a conversation with my
fellow viewer. Come to find out, he had a hart of gold and a range of
info that really checked my perception process. We talked about the
history of the auto industry and what different companies were doing today. I was particularly interested in
American auto makers because I strongly dislike them. Not that I don't
want to like them, but all of the information I have heard about their
culture and all of the waste and disrespect of their customers really
turned me off (things like the "Who Killed the Electric Car" movie,
their destruction of the run-flat tire, and their "were the best, we
don't need to improve" mentality leading up to the too big to fail
bailout). What he told me was really inspiring though, talking
about all of the innovation going on at Ford and others. After about an
hour long conversation we got around to W. Edwards Deming, the man who
taught the Japanese how to dismantle our manufacturing sector. It's not
that he wanted to do that, but like they say, you can only lead a horse
to water, and the American's were not thirsty for any new methods of
Quality Control or other management theories. After all, they were the
biggest and best at the time (post WWII).
What I love about Dr. Deming's theories is his holistic
understanding of the process. At the time, American business was
thriving but their success had more to do with the wars destruction and
the turmoil that accompanied it than it did with anything the automakers
were doing.
Deming saw inefficiency and waste and came up with the
most effective solution...Holistic management practices. He was focused
on quality and long term results, not politics, a short term focus, or
creative accounting. Deming preaches an end to the old way of doing
things from an isolated point of reference to looking at the big
picture. This means a change in management style, because they are the
only ones who have the power and perspective to implement changes across
the board. At the same time, they are listening and respecting the
opinions of the people working in the trenches.
I can really relate to this philosophy because I was caught in the
middle of a worker vs management dispute on a regular basis as a
welder. I remember being one of the best welders in my company. Whenever
there was a problem or special assignment, they called on me, so I
was naturally part of the discussion between the engineers and workers
communicating to get out of a sticky situation. Back
when I was bright eyed and bushy tailed, I learned very quickly that
the
power and resources to solve a problem got handled in line with where
you were in the hierarchy. This logic held in the organization
regardless of merit or
perspective. That's just the way things were, and this was no mom and
pop shop, we're talking about an international power house leading an
industry with over 80yrs experience. As of now the only way to elaborate
the point would be to go into more detail, but that is not what I am
here for so I'll let Dr. Deming take it from here.... Just note, if you
think win-win doesn't have a place in business just ask Toyota, Samsung,
or Apple.
Here is a summery of Dr. Deming's 14 Points. I will get more in depth later about his bigger picture system for win-win success called Total Quality Management.
Deming is "the American who taught the Japanese about Quality". If you look hard enough at Toyota and other companies you will find Deming as the foundation of their success...right next to Mr. Toyota of course.
Here are some sweet vids to demonstrate!!
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