Re: Human Processes Absent ?

[David Kerridge <dfkerridge@mac.com>]

As a further example of WED's approach to human
processes, let us take the problem of telling someone
what to do, and analyse it in detail.

The obvious thing that he taught is the use of operational
definitions. Another is the use of specifications, in the
form "On target with minimum variance".

These are fine, as far as they go, but used in *isolation*,
they are mechanical rather than human. That doesn't mean
don't use them. But use them properly, as part of a system
designed for people.


The first thing to do is to make sure that everyone understands
the overall aim of the system. I have described Deming's special
use of the term "aim" elsewhere, but an important thing about it
is its meaningfulness to people. It must answer the question
"What business are we in?" and express the way that the system
*adds value to society*.

You can *believe* in an aim like that. You can act, not just
out of duty, (or fear) but because you feel good about it.

Secondly, everyone should see and understand how they
contribute to the overall aim, and who are their customers and
suppliers. Of the "Production viewed as a system" diagram,
WED said "It tells you who you ought to talk to".


Within this overall context, "Telling people what to do" takes
on a new meaning. It is not "Do this and don't argue" but do
this because..."

WED's illustration of this washing a table. If you tell someone
to wash a table, but not the reason for washing it, they cannot
do the job properly.

That does not mean just giving the explanation and no operational
definition. But no specification is ever watertight. The extra
information about why the table needs to be washed, and what
is to be done with it makes it possible to do the job intelligently.
And to ask for more information, either from customers, or
supervisors.

Explanation instead of requiring blind obedience shows respect.
But it is also more effective, and more profitable.

An owner-CEO told this story

He once asked some workers to cut a few corners to get a job
done quickly. The workers refused "We don't do things like
that here." He admitted he was wrong.

That workers would do the right thing in spite of his telling them
not to, made him really confident that they would do the right thing
when he was not looking. He was proud of them.



Best wishes

David

dfkerridge@mac.com
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