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Notes

Iain Barraclough, New Zealand, is an avid advocate of Deming's principles.

Here are some papers that he has collected

These are all the read-only links to the 6 public domain documents about Deming in my Google docs folder:
  1. More info re Deming, targets and MBO.txt
  2. Observer article re targets.txt
  3. Quotations of Dr Deming - Little Blue Book.pdf
  4. The red bead experiment - lamar edu.txt
  5. The red bead experiment - Mgmtweb.txt
  6. W Edwards Deming references
Just copy/paste them and anyone should be able to use the links.





HIGHLIGHT:


The first step is transformation of the individual.  This transformation is discontinuous.  It comes from understanding of the system of profound knowledge.  The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people.

Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people.  He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.  The individual, once transformed, will:
Set an example Be a good listener, but will not compromise Continually teach other people Help people to pull away from their current practice and beliefs and move into the new philosophy without a feeling of guilt about the past The layout of profound knowledge appears here in four parts, all related to each other:



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Observations about TARGETS
What's wrong with targets? Yes, everyone has them - but whether in the public or the private sector, they have the same perverse results. The attraction of targets is their simplicity. But it's a fatal one. As part of the misguided managerial obsession with quantification, they misapply partial, linear measures to a complex, shifting world. As Blair's undertaking to magic away asylum seekers shows, they are basically a wish. Bearing no relation to the ability of the system to deliver it, they are arbitrary - they might as well be plucked from the air.

There is an alternative. Forget centrally set targets (which always wildly underestimate possibilities for improvement) and start at the other end - the customer or citizen. First, find out what demand is and how well it is being met (these basic figures are usually unavailable and invariably shocking when they are - see asylum seekers); second, redesign the system to remove all the things that don't contribute to meeting that demand (lots) and improve those that do; then measure the results and start again. The object for everyone engaged in the process is unchanging and relative: to make it ever easier for customers to 'pull' what's of value to them and make it ever smoother for the system to deliver it. Since, in the case of asylum, the customer is the government, wouldn't this be a good place to start?

simon.caulkin@observer.co.uk


Return to READINGS
Highlights from Iain's notes







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Iain's observation:  ... when people refer to Deming and "TQM" in the same breath - e.g., as Deming being "the father of TQM", or somehow the creator/owner of TQM.
"TQM" is yet another buzzword/slogan, and seems to have been dreamed up by people who wanted to ride on Deming's coattails and climb aboard a new-fangled consulting gravy train.

The reality is that Deming publicly disassociated himself from having anything to do with "TQM". It was just another slogan as well, and he had a lot to say about the use of slogans as a means of avoiding thinking critically about the resolution of process quality improvement problems.

So, wherever you see people using "TQM" you can expect to find a major flaw and someone who categorically does not understand - or may not even have taken the trouble to study and understand - what Deming was trying to communicate. 

I might, for example, read a Reader's Digest article on Deming, but it would not qualify me to offer my services as a consultant in Deming's scientific and simple statistical approach to process quality improvement. If I had attended a Deming seminar or watched him in a video, and seen him walk through the Red Beads experiment, then, with a great deal more study I might start to understand what he was on about with the Red Beads, and how it substantiates the 14 Points.
Refer:


As Deming put it (from memory), "What I have to say is very simple, but it seems to be very difficult for people to understand."
He reckoned that all he was doing was simplifying the complex concepts and theories of his tutor,  Shewart.
Refer:

I gave you access to these and several other Deming-related documents in my Google docs repository.


Recommended by Iain B.

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