RE: Word magic

[Miller Charles L SSSD <MillerCL@SUPSHIP.NAVY.MIL>]

  Agreeing on operational definitions of environment, understanding,
customer, service, product, supplier, education, theory, attitude, habit,
and character gets very difficult for many managers when they are use to
just defining instead of operationally defining.

  I provide the following from Dr. Deming's book titled, "Out of the
Cricis," page19:
  "Theory of management now exists.  There is now a theory of management for
improvement of quality, productivity, and competitive position.  No one can
ever again claim that there is nothing in management to teach.  Students in
a school of business now have a yardstick by which to judge the curriculum
that is open to them.  Does the school show some attempt to present a
curriculum for today's problems, or does it show obsolescence?  Obsolescence
need not be planned: it can just move in.  
  Experience alone, without theory. teaches management nothing about what to
do to improve quality and competitive position, nor how to do it.  If
experience alone would be a teacher, then one may well ask why are we in
this predicament?  Experience will answer a question, and a question comes
from theory.  The theory in hand need not be elaborate.  It may be only a
hunch, or a statement of principles.  It may turn out to be a wrong hunch.
  Management that faces seriously the following questions will perceive the
need of and overall integrated plan.
   1. Where do you hope to be five years from now?
   2. How may you reach this goal?  By what method?
  What is needed is sustained involvement and participation."

  I think Dr. Deming experienced cultural formation and unity of efforts.  I
know that in, "Out of the Crisis," he reflects this.

  Dr. Deming and others exercised their words (work magic) in Japan.  They
were exercised in a user friendly manner.  Many Japanese wanted to learn.
Current evidence of education, theory building, environment nurturing,
understanding of information, customer relationship building, services
improvement, products improvement, supplier relationship building, attitudes
changing, habits developed, and character being set are available still.

  Being considered a supplier of quality happened for Japan in less than
five years.
  The goal was quality focus through continual improvement.  The method was
the Plan, Do, Study, and Act cycle.

  That same Plan, Do, Study, and Act cycle Shewart had for use in the United
States, before the war (WW2), yet his words were not the word magic that
industry wanted to hear very much. Industry was not ready to hear them.

  Now, to save face in the United States, we imply that Dr. Deming is the or
one of the leaders in the New Industrial Revolution.  I think the assignment
of, "New," is to save face.  
  Dr. Deming came back to the United States to help save our Industry.  That
did not work too well so he started working in our educational system more
than before. 
 
  Realizing that we are in a world economy now, maybe some other wealthy
country will buy us and sell off our major assets then leave the US citizens
to fend for themselves under new rule.  We are teaching the world about
corporate take-overs, so why can't they apply that to country take-overs?
  In fifty years from now will we as a country be trying to remind some
other countries how we forgave their debt many years ago?  Will they forgive
us our debt or will they---?

  We have all the talent to prevent that from happening.
  More important than word magic to me is, "What is needed is sustained
involvement and participation."  Word magic may be a bye-product of the
Plan, Do, Study, Act cycle.
 
  Respectfully,
  Charlie
  millercl@supship.navy.mil
  It does start and end with education! 
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