Nov 11 2014
Dr. Deming: ‘Management Today Does Not Know What Its Job Is’ (Part 2) | Quality content from IndustryWeek
“The usual procedure is that when anything happens, [we] suppose that somebody did it. Who did it? Pin a necklace on him. He’s our culprit. He’s the one who did it. That’s wrong, entirely wrong. Chances are good, almost overwhelming, that what happened, happened as a consequence of the system that he works in, not from his own efforts. In other words, performance cannot be measured. You only measure the combined effect of the system and his efforts. You cannot untangle the two. It is very important, I believe, that performance cannot be measured.”
Source: www.industryweek.com
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Nov 16 2014
Are Radical Improvements Too Risky? | John Dyer | IndustryWeek
Source: www.industryweek.com
” […] I can remember the day I shut down a major GE manufacturing plant like it was yesterday. The year was 1988 and I was working as a process engineer on the shop floor of building 5 in Appliance Park where we made refrigerators. […]”
The two stories in this article — about refrigerator assembly and a heating process — have the ring of truth. I have had similar experiences, both positive and negative
Both stories are morality tales and I don’t want to spoil them for you, so I won’t go into specifics. Read past the business-speak of “paradigms” and “significant changes, ” go straight to the stories, and draw your own conclusions as to their lessons on management.
Dyer’s own conclusions that follow, and his recommendations of tools like FMEA or DMAIC, are too specific for my taste. I understand he is explaining his approach, but it is beyond what is directly supported by the stories.
See on Scoop.it – lean manufacturing
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By Michel Baudin • Press clippings 0 • Tags: Manufacturing engineering, process engineering