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Re: Just Do It?
Hi All,
It has been a long time since I've written to the DEN. I do read your=20
inputs and enjoy them and appreciate the sharing you provide.
J.D. Kromkowski wrote:
> In the beginning for Deming, there was understanding variation as the=20
> starting point.=A0 Understanding variation will lead one eventually like D=
eming to=20
> an expanded theory of better management that includes appreciation for a=20
> system, theory of knowledge, and psychology.=A0 But even really understand=
ing any=20
> one or even all of those other three will not necessarily lead you to=20
> "understanding variation".
>=20
In previous times, I often disagreed with Mr. Kromkowski but in this=20
paragraph, I totally agree. It brought to mind something I wrote to the DE=
N in the=20
"Early Days" which created a firestorm of debate/dialogue. That was: I=20
believe that the Theory of Variation is the Cornerstone of Dr. Deming's teac=
hings.
It is in understanding the theory of variation that he got to the position=20
that 94% of what happens in an organization is a result of the process, not=20=
the=20
people. That is why he could say, "Eliminate the annual performance review=
."=20
He knew that managers could not separate the contribution of the person=20
from the contribution of the process.
I still believe strongly that the Theory of Variation is the Cornerstone of=20
Deming's teachings. I don't believe one can come close to understanding th=
e=20
basis of what Dr. Deming had to say without an understanding of the Theory o=
f=20
Variation.
You might disagree, that is okay. I will relate to you that one evening in=
=20
Los Angeles back in about 1985 when we were having Dr. Deming's favorite=20
vanilla ice cream in his room (31 Flavors) I asked him directly if it would=20=
be=20
accurate to say that the Theory of Variation is the Cornerstone of his think=
ing=20
and teachings. He asked me to repeat my question which I did. Then he lo=
oked=20
up at me and said, "Sounds about right to me."
Phil Monroe
PhilMonroe1@aol.com
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