EdwardsDeming의 품질 경영에 대한 책.
BrooksCarder와 PatrickRagan이 저술함.
Chapter 1. The Fundamental Principles of Dr. Deming's Approach
This book is about is how to create positive change in organizations and individuals.
Dr. Deming’s ideas are at the heart of lean manufacturing and Six Sigma, both very successful current approaches to the improvement of business performance.
The Deming approach depends on some fundamental shifts in thinking, away from what is still common and traditional in management. Dr. Deming’s assumptions are, of course, much better supported by scientific evidence than are many practices that were and still are popular in business.
Dr. Deming’s approach to management is founded on two fundamental principles. Although based in science, these principles form the philosophical framework of his system.
원칙 1: 사람들은 그들이 하기를 기대받는 것을 최선을 다해 할 것이다. Principle 1: People will do their best to do what they think is expected of them.
원칙 2: 퍼포먼스를 향상시키기 위해서, 개인들에 초점을 맞추기보다는 시스템을 개선해야 한다. Principle 2: To improve performance you need to improve the system rather than focus on the individuals.
경영의 실제 현장에서 통용되는 가정은, 사람들은 항상 해야 하는 일을 피하고, 다른 일을 하기를 원한다는 것이다. 그러나 이것은 종종 자충족적 예언이 된다. 이러한 가정에 따라, 경영진은 강력한 통제 시스템을 조직한다.
Trust Factor에서, John Whitney는 관리에 의한 과도한 통제를 드러내기 위해 다음과 같은 단순한 질문을 사용한다: "만약 여기 있는 모두가 어떻게 자신의 업무를 올바르게 하는지 알고, 그것을 수행할 수 있도록 신뢰받는다면, 우리가 하고 있는 것들 중 그만두어야 할 것은 무엇일까?" "If everyone here knew how to do his/her job properly and was trusted to perform it, what are we doing now that we could stop doing?"
Nordstrom, the large clothing retailer, is legendary for the quality of its customer service. As a sometime customer, I can testify to the pleasant experience of shopping there and the ease with which problems are resolved. I once bought a blazer there, and over a year later the fabric of the lapel began to separate from the stiffening material underneath. When I went to complain, I was immediately told, “Whatever you paid for it can be used as credit on another one.” Nordstrom employees are issued a card with Nordstrom’s policy written on it: “Use your own best judgment at all times.” Employees are expected to do what is best for Nordstrom and their customer, and they have the freedom to do it.
Many of us know from personal experience that having final authority changes our outlook. Years ago the company I worked for gave me the authority to authorize purchases well into six figures. If I turned a purchase order down, however, the decision could be appealed to a superior. Later, that superior was removed. When I was the final authority, I had to be much more thoughtful about the process.
Dr. Deming argued that at least 85 percent of the variation in performance of a business derived from the system and at most 15 percent from the individuals in the system. When the majority of workers are performing poorly, the problem is in the system not the workers.
CEOs without a superior system cannot build a great company no matter how capable they might be as individuals.
The 14 Points for Management
Applying the 14 Points
Key Points
Chapter 2. Dr. Deming's System of Profound Knowledge
Variation
Psychology
Theory of Knowledge
Theory of Systems
Science and Management
Key Points
Chapter 3. Some Principles of Measurement
The Plan-Do-Study-Act Cycle
The Science of Measurement
Key Points
Chapter 4. Incident-Based Measures
Reliability
Validity
Proper Use of Accident Statistics
Key Points
Chapter 5. Incident Investigation
Reliability
Validity
Key Points
Chapter 6 Systematic Observation of Behavior
Reliability
Validity
Controversy
Key Points
Chapter 7 Audits
Standardized Auditing Methods
Reliability
Validity
Effective Use of Audits
Some Conclusions About Audits
Key Points
Chapter 8 The Safety Survey
Reliability
Validity
What the Employees Told Us
Naming the Factors
Establishing the Survey as a Regular Measure
Expanding the Scope of the Survey
Key Points
Chapter 9 Taking Action Based on the Survey
Action at the Corporate Level
Barriers to Improvement
The Relations Diagram
Executive Action Steps
What Was Actually Implemented
Use of the Survey at the Plant Level
Plant Staff View the Survey as a Useful Tool
Effect of the Survey on Company Performance
Conclusions
Key Points
Chapter 10 Leadership
Power and Leadership
Questions that Measure Leadership
Leadership in the Armed Forces
Taking Action to Improve your Capacity for Leadership
Leadership Inventory