RE: That paper

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

  In a pure competitive market economy, the health care industry depends on
disease for its living.  As long as this is the case, there will be more
money made on hypertension drugs, diabetes pills, and other daily
symptom-relievers than will ever be made on prevention or even cures.

I wish it werent so

Jonathan Siegel

From Charlie,
  My theory is that power and money is more important than life.  I know we
publicly proclaim this is not so.  I know we continue to medicate the
symptoms most the time.  Therefore power and money is more important than
life.
  In, "Out of the Crisis," page 4:
  "Flow diagram (Fig. 1).  Mere talk about quality accomplishes little.  It
was necessary to go into action.  The flow diagram in Fig. 1 provided a
start.  Materials and equipment come in at the left.  It would be necessary,
I explained, to improve incoming material. Work with your vendor as a
partner on a long-term relationship of loyalty and trust to improve the
quality of incoming materials and to decrease costs.
  The consumer is the most important part of the production line.  Quality
should be aimed at the needs of the consumer, present and future.
  Quality begins with the intent, which is fixed by management.  The intent
must be translated by engineers and others into plans, specifications,
tests, production.  The principles explained here, along with the chain
reaction displayed on page 3, the flow diagram in Fig 1, and techniques
taught to hundreds of engineers, commenced the transformation of Japanese
industry (more in the Appendix).  A new economic age had begun.
  Management learned about the responsibilities for improvement at every
stage.  Engineers learned theirs, and learned simple but powerful
statistical methods by which to detect the existence of special (assignable)
causes of variation, and the continual improvement of processes is essential
(Point 5, p.49).  Improvement of quality became at once, with total
commitment:
	Companywide---all plants, management, engineers, production workers,
suppliers, everybody.
	Nationwide.
	Embracing every activity in production and service---procurement,
design, and redesign of 	 product and service, instrumentation,
production, consumer research."

  Below is the above quotation that has modified by Charles L. Miller (with
respect to all involved).
  Flow diagram (Fig. 1).  Mere talk about quality accomplishes little.  It
was necessary to go into action.  The flow diagram in Fig. 1 provided a
start.  Materials and equipment come in at the left.  It would be necessary,
I explained, to improve incoming material. Work with your vendor as a
partner on a long-term relationship of loyalty and trust to improve the
quality of incoming materials and to decrease costs.
  The consumer is the most important part of the production line.  Quality
should be aimed at the needs of the consumer, present and future.
  Quality begins with the intent, which is fixed by management.  The intent
must be translated by (Medical, Mathematical, Psychological, Chemical,
Sociological, Environmental ---) engineers and others into plans,
specifications, tests, production.  The principles explained here, along
with the chain reaction displayed on page 3, the flow diagram in Fig 1, and
techniques taught to hundreds of (Medical, Mathematical, Psychological,
Chemical, Sociological, Environmental ---) engineers, commenced the
transformation of American industry (more than one industry is in the
American industry).  A new economic age had begun.
  Management learned about the responsibilities for improvement at every
stage.  Communities of Engineers learned theirs, and learned simple but
powerful statistical methods by which to detect the existence of special
(assignable) causes of variation, and the continual improvement of processes
is essential (Point 5, p.49).  Improvement of quality became at once, with
total commitment:
	Companywide---all plants, management, (Medical, Mathematical,
Psychological, Chemical, Sociological, Environmental ---) 	engineers,
production workers, suppliers, everybody.
	Nationwide.
	Embracing every activity in production and service---procurement,
design, and redesign of 	 product and service, instrumentation,
production, consumer research."

Back to, "Out of the Crisis." 
  In, "Out of the Crisis," page 49:
  "5.  Improve constantly and forever the system of production and service.
A theme that appears over and over in this book is that quality must be
built in at the design stage.  It may be too late, once plans are on their
way.  Every product should be regarded as one of a kind; there is only one
chance for optimum success.  Teamwork in design, as illustrated on page 41,
is fundamental.  There must be continual improvement in test methods (p.
142), and ever better understanding of the customer's needs and of the way
he uses and misuses a product.
  We repeat here from page 5 that the quality desired starts with the
intent, which is fixed by management.  The intent must be translated into
plans specifications, tests, in an attempt to deliver to the customer the
quality intended, all of which are management's responsibility.
  Downstream, there will be continual reduction of waste and continual
improvement of quality in every activity of procurement, transportation,
engineering, methods, maintenance, locations of activities, sales, methods
of distribution, supervision, retraining, accounting, payroll, service to
customers.  With continual improvement, the distributions of the chief
quality-characteristics of parts, materials, and services become so narrow
that specifications are lost beyond the horizon.

  In, "Out of the Crisis," Chapter 6 p. 167ff:  
  "Aim of this chapter.  The aim here is to raise questions about quality,
what it is, who defines it, who cares, who makes the decisions on whether to
buy your product?  We shall learn that impressions of quality are static.
They change.  Moreover, the customer is not in a good position to prescribe
produce or service that will help him in the future.  The producer is in far
better position than the customer to invent new design and new service.
Would anyone that owned an automobile in 1905 express a desire for pneumatic
tires, had you asked him what he needed?  Would I, carrying a precise
pocket-watch, have suggested a tiny calculator and quartz time-piece?"

  In, "Out of the Crisis," Chapter 7 p. 183ff:
  			"Remarks on Service Industries
  Who needs improvement?  A system of quality improvement is helpful to
anyone that turns out a product or is engaged in service, or in research,
and wishes to improve the quality of his work, and at the same time to
increase his output, all with less labor and at reduced cost.  Service needs
improvement along with manufacturing.  Anyone that ever registered at a
hotel in the United States will endorse this statement, I am sure.
Inefficiency in service organization, just as in manufacturing, raises
prices to the customer and lowers his standard of living.  The principles
and methods of improvement are the same for service as for manufacturing.
The actual application differs, of course, from one product to another, and
form one type of service to another, just as all manufacturing concerns
differ from one to another." 

  In, "Out of the Crisis," p. 172,178,185,173,174,78, address even more.
   
  Ending my letter with:
  "Out of the Crisis," p.86;
  "13. Encourage education and self-improvement for everyone.
  What an organization needs is not just good people; it needs people that
are improving with education.
  In respect to self-improvement, it is wise for anyone to bear in mind that
there is no shortage of good people.  Shortage exists at the high level of
knowledge, and this is true in every field.  One should not wait for promise
of reimbursement for a course of study.  Moreover, study that is directed
toward immediate need may not be the wisest course.
  There is widespread fear of knowledge, as we saw in Point 8, but advances
in competitive position will have their roots in knowledge.  
  We have already seen that everybody has responsibilities in the
reconstruction of Western industry, and needs new education.  Management
must go through new learning.
  People require in their careers, more that money, ever-broadening
opportunities to add something to society, materially and otherwise."

  Summarizing:
    My theory is that power and money is more important than life.  I know
we publicly proclaim this is not so.  I know we continue to medicate the
symptoms most the time.  Therefore power and money is more important than
life.

    We have a method (way to transform with most of the questions) that will
bring about transformation and it is in the Deming library.

    Will, "Might is Right," Get us quality in outer space as a growing
world?  Will it get us quality while living as a growing world, under the
ocean?

  Education is a critical system for saving the World.  Knowing that people
are very upset in Ireland and people are very upset in Iran, I now know it
is mostly because of quality of life issues.  In years passed I would say it
was because ignorant people are prejudiced to a point of self destruction.

  Think of it for a while and then get in touch with your feelings.  How do
you really feel about it???

  Respectfully,
  Charlie
  millercl@supship.navy.mil