Crosby

[Richard Danjin <102104.1751@compuserve.com>]

Subject:  Crosby

        I was first exposed to Deming in 1981, when my plant manager gave
me a copy of an article on Deming.  He asked me to read it and tell him
what I thought.  While he continued to talk about the article I was
scanning it.
        When I saw the THEN 14th Point which said:  "Management shall on a
day by day basis reinforce the above 13 Points."  I interrupted him and
said "Let's do Deming."
        The VP of Pontiac Division brought Deming in as an accepted
organizational consultant when Pontiac was doing the Fiero.  Unfortunately
for Deming, it was the same time GM brought in Ross Perot as a board
member.  While Perot was publicly criticizing the 14th Floor of the GM
Building (where the executive officers were), Deming made the faux pas of
telling the Detroit papers they should close down the 14th Floor.  That
ended his corporate acceptance by GM.
        In 1982, GM became enamored of Phil Crosby to the degree that they
purchased 26% of the Crosby Institute in Winter Park FL. and summarily
ordered the top 3-5 people at each plant site to attend.
        The UAW agreed to participate as a joint activity at the national
level.  The corporation established another administrative bureaucracy (The
Crosby Group)  and a corporate roll out process was established.  The naome
ot the process was "cascading."
        Then there was at the same time Juran.  People were sent to Juran
in New York and came back as Juran trainers.  This was not a corporate
activity and it was up to the divisions and or plant sites to "do Juran." 
At my plant location we did Juran which was a 16 step process.
        DEMING   caused GM political system pain, which is why Crosby's
book "Quality Without Tears" was so appealing.
        JURAN dispassionately forces technical system pain by requiring
money to be spent, ergo "Quality is Free"- another Crosby book.
        CROSBY was ultimately discarded because GM told its plants to do
"it."  But the organization at the top as such did not do it.  Crosby
requires that it start at the top.
        Deming had his 14 Points and Seven Deadly Diseases.  As we know,
there is much ambiguity there.
        Crosby has 14 Steps each with 5 Criteria.  This is a pragmatic set
of sequences, no cherry picking selection is allowed.  
        Juran has 16 Steps with a heavy emphasis on statistics and
arithmetic proofs.  This is a process of accountability with which no
organization can live.
        During the Deming seminars I attended between 1982 through 1991 my
experience was when questioned about Crosby, EWD would produce a "harump."

        IMHO, to make things run well, an organization should have three
outputs:
1. Product/Service
2. Work/Pay
3. Investment growth/Return
        From the perspective of the workers (management and non-
management) if all three of these outputs are not taken into consideration
in equilibrium, the organization has deserted its outputs.  
        But it is already happening isn't it?  GM has 22 plants in China
alone, computer programming has migrated to India.  80% of everything in
Target, Lowes, Wal-Mart and other retail outlets come from China or to a
lesser degree from S.E. Asia.  17 million motor vehicles purchased in the
U.SA. have a foreign content of XX %?  Only the corporations know.  "Ford
already buys $12 billion worth of parts a year in Asia, or about 13 percent
of its total worldwide purchases, he said." according to Automotive News
Jan. 27, 2003.
Dick Danjin, Making Things Run Well
102104.1751@compuserve.com