Out of the Crisis.Org

[Louis Altazan]

Dr. W. Edwards Deming's Fourteen points

Point Thirteen: Involved encouraging education and self-improvement for everyone. I believe all good people have an innate desire to learn and grow. Perhaps the proliferation of hobbies and near obsession with sports could lend credence to this thought. When people do not identify with nor grow in their career perhaps they seek other outlets?

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 Fourteen: Take action to accomplish the transformation.

Point fourteen reminds me of a childhood riddle. If three birds are sitting on a fence and two decide to fly away, how many remain? The answer is three, deciding to fly away is not taking action to do so. Point fourteen is a clear call to action.

Anyone considering constant improvement may struggle with the fourteen points. What each means and how can they be applied? There is also always great resistance to change, to break with tradition. I believe it takes a good deal of courage and conviction to act in a manner very different from the majority. I have found this is so, even when it is clear the methods of the majority do not give good results.

Some find it difficult to stand up against cynics but I think it is more difficult to stand up to one’s friends. To do so requires a long-term commitment as in point one [adopt constancy of purpose] and a clear understanding of what constitutes improvement [SPC and simple tools.]

A great deal of study as in points six [institute training] and point thirteen [encourage education] is needed. Management and employees learning and using methods such as the PDSA [Plan, Do, Study, Act] cycle can help at every stage. Small changes add up to large improvements over time, and SPC [Statistical Process Control] gives a method of evaluating change.

I believe the focus of training needs to shift from simply teaching methods and procedures. Learnership [how to think, question and reflect,] spotting the client’s needs and how our services need to meet them. Daily I receive vehicles that still pull to the right or left and have just been aligned elsewhere. The excuse for delivering such service is usually, “It’s within specifications.” The client is not interested in specifications, they are interested in their needs.

Learning statistical methods can also eliminate a great deal of guess work and vastly increase chances of avoiding mistakes. Knowledge of “special causes” and “common causes,” how to identify each and deal with each are among tools I have found to be most helpful. Management and technicians can learn these tools and put them to use to improve constantly.

A bit of knowledge about human psychology can also be very helpful. Study may help us understand that people take time to change and absorb new methods. Also, people learn in many different ways and each has strong and weak points. Learning how to “blend” the many talents available from a group of people can help build a team where the total exceeds the sum of the parts.

Just as no person becomes a master technician overnight, no business can transform itself overnight. Leadership skills [point seven] are not acquired overnight. Constant improvement is not a destination. It is not something to be installed and then move on. Rather it is more like a journey that never ends. As with any journey there are surprises, joys, triumphs and failures. Also like any journey it must be begun to be experienced.

As I bring this series of post to a conclusion, I would like to thank everyone for their questions, encouragement, and the emails I have received. If this series has helped a single person on their journey towards continual improvement then my aim has been accomplished.

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

[Dave]

Louis,

Thank you for taking the time to post this information and try to teach us something!

I have found that for the most part I agreed with the philosophy and was doing several of the steps already. On one hand it is good to know we are headed in the correct direction. On the other hand there are still several things that need to be done. It is a journey not a destination.

I do not think of myself as a leader, so point 7 Adopt and Institute Leadership is a tough one for me. Or at least one that I do not feel confident in.

Point 8 Drive out Fear is another tough one. I feel that because of past experiences people have had, it can be hard to trust again. This applies to both the owners and employees. It is a process that can take years in order to overcome past experiences. We have to be willing to invest in our people for the long haul in order to see the results.

I still am not sure where to use control charts. What things should be looked at and evaluated?

There is still much to learn.

Dave

[Jason]

Louis Please tell me you have a sequel or part 2 up your sleeve.Rocky and Jaws didnt stop at 1!You have a talent for writing,know and understand the philosophy like the back of your hand.Take it another step,like Dave said" still much to learn" Thanks for the time and effort you put in your series of posts!

[Bud]

[Dave]

[Bud]

That's the one. The books are worth buying to keep as references after you read them.

[Louis Altazan]

[Louis Altazan]

Hi Jason,

[Jason]

Thanks Louis The articles are great and I have most of the reading list on the way. Thanks again![/quote]

[Louis Altazan]

Hi Jason,