Managing the system*

[David Kerridge <dfkerridge@mac.com>]

A number of recent messages have touched on different ways of
thinking about the system, in the light of the Deming Philosophy.
Properly understood, these are not contradictory, but are parts of
the complete picture.

Let us start at the lowest level, and work up. This is not meant
to be a complete description of Deming's system theory, but
a way to see what level your thinking and practice have reached.

(1) Mechanical: Check that all components of the system are
      included, and in working order. It is amazing what you may
      find that has been overlooked, even at this "trivial" level.

(2) Dynamic: Study the flows of material and information through
      the system. Look for simplification, and bottlenecks.

(3) Statistical: Is the system under statistical control? How near
      is it to the limit of its capability? Or does it make impossible
      demands on people?

(4) Intelligent: Does everyone understand *why* they do what
      they do, or does the system expect robotic obedience?

(5) Demonic: All large-scale systems are possessed by invisible
      demons, which drive the system in wrong directions. Not
      only that, but the demons may convince people that the
      wrong directions are the right way to go. These demons must
      be exorcised.

(6)  Strategic: Management must set the overall aim, balance
       long and short-term pressures, and support innovation.

In this "ladder" (5) is simply a forceful way of restating TNE:
".....components become selfish, competitive....." Another
demon is rule 4, with its drive to reach the Milky Way.

If "system thinking" is practiced in a way that stops on the lowest
rungs of the ladder, the demons have taken over.


Though it may seem more natural to us to start at (1) and work up,
WED himself makes it very clear that we should start at  (6):
"Without an aim.... "
-- 
Best wishes

David

dfkerridge@mac.com