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Re: PDSA vs Theory of Knowledge
- Subject: Re: PDSA vs Theory of Knowledge
- From: John Dowd <johndowd@rcn.com>
- Date: Mon, 31 Jul 2006 18:07:06 -0700
- User-agent: Microsoft-Entourage/11.1.0.040913
I had to good fortune to be around Deming when he developed the 14 points
(as a list). In fact, I can recall when there were 11 "14 points". Deming
developed the list to fulfill a frequently occurring request for a 'set of
instructions'. Most of the people he taught emerged relatively unscathed
from his seminars. He was and is not well understood.
The 14 points became his 'how to do it guide'. In my review of his book,
Out of the Crisis (JQT 1984 - If I recall), I remarked that the list is a
bit of a hodge-podge. Some of it was quite specific (Point 6 Institute
Training) and some it rather vague; almost philosophical (Point 12 Remove
Barriers to Price in Workmanship.)
The 14 Points also assumed some understanding of concepts that were foreign
to many. For example Point 4 "Stop doing business on lowest price.
Instead emphasize total cost" is a puzzle if one doesn't understand systems
theory. Likewise point #9, "Break down barriers between department". To
understand Point #3, "Cease Dependence on Mass Inspection, one needed to be
familiar with statistical process control principles developed by Shewhart.
As early as 1983, I had begun lecturing on a group of ideas I called
Statistical Principles. They included brief lectures on variation, process
capability, and so on. Then, in 1986 Deming presented the System of
Profound Knowledge to the World. He realized, as I had, that the 14 points
didn't stand alone particularly well and went to work to outline the
thinking behind them.
Rather than think of the 14 Points and SOPK as two different things, it is
better to see one as being an outcome of the other. Given an understanding
of the SOPK, the 14 points make sense. In Deming's words, "My 14 Points for
Management follow naturally as application of the system of profound
knowledge, for transformation from the present style of management to one of
optimization".
As to Mr. Baylor's comments as to 'many' Deming followers and their beliefs,
it is safe to say that there is variation among Deming's followers with
regard to their interpretation of his teachings. I think that is what
Shewhart and Deming and countless thinkers in both Eastern and Western
philosophy taught us to expect.
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