Re: The Cornerstone; Theory of Variation

[Donnie Alexander <spiralex@intcomm.net>]

[Moderator's Note:  My role is supposed to be impartial, but...  I hope all
subscribers will read Donnie's post carefully -- then re-read the last 
paragraph or so.  He may just have an answer to what has been happening to
the DEN discussions.                       Jim Clauson]

Phil Monroe wrote an interesting post regarding Dr. Deming's Philosophy
being
anchored in understanding variation, and I think that he is correct to
an
extent.  However, I cannot dismiss the significance of Point #1, or the
first
Deadly Disease, failure to create Constancy of Purpose.  While it is
true that
only through understanding variation and mounting a sustained campaign
within an
organization to measure, interpret, and act on what the measurements
reveal, this
is not commonly done within organizations.  Rather they use other
methods that
have been analogized to driving by looking through the rear view mirror.

Dr. Deming recognized that the "Transformation" to his methods
represented
enormous change to most organizations, and a commitment to actually
undertake
this transformation must be driven by a powerful purpose that would
provide
clear, compelling direction and motivation to the whole of the
organization to
embrace the endeavor.  In so doing, everyone becomes more receptive to
the
learning and use of these seldom used tools because they represent the
best, the
surest means of successfully achieving the purpose.  Herein, IMHO,
resides our
greatest failure as proponents, supporters and teachers of D's
Philosophy.  We
are totally incompetent at teaching, guiding and coaching heads of
organizations
in the "Art" of creating Constancy of Purpose within their
organizations.
Instead, we leap directly to teaching variation and statistical process
analysis
and control, thinking that just because we appreciate that this is "how"
making a
difference will ultimately happen it should be enough to motivate the
organizations we are working with to embrace and use these tools.  But
it is not
enough.  It never has been enough, and it never will be enough, and Dr.
Deming
wrote Point #1 specifically to make us understand this.  Too, he named
the first
Deadly Disease (the most important) Failure to Create Constancy of
Purpose.  Why
did he do this?  Why didn't he make Point number one point number
fourteen or
seven?  The answer is simply this; Point number one is point number one
because
it has to be, and until we get this, until it is firmly fixed in our
thinking, we
will continue to leap to the easy stuff and delude ourselves into
thinking we've
really got it wired.

Teaching the use of quality tools is extremely easy to do.  Teaching an
understanding of variation is not that difficult either, even to people
who are
not motivated.  However, knowing how to use these tools is totally
unrelated to
whether people within organizations will actually use them in their
work.  I have
consulted with organizations where a large percentage of employees knew
variation, statistical process methods and all the quality tools well
enough to
teach them, but did not use them in their work.  Why?  Because it was
not really
important to the organization's leaders, in spite of whatever
politically correct
statements they might make from time to time.  The truly important
methods,
conventions and focuses of these leaders is reflected by their daily
questions,
actions, instructions and demands, which seldom include the status of
statistical
analysis efforts within the organization.

So, how do you get people to really use these tools?  Dr. Deming knew. 
You
provide them with a purpose whereby using these tools is a compelling
thing to
do.  You create constancy of purpose, the pursuit of which improves
products and
services, makes organizations competitive, helps them stay in business
and
provide jobs.  I have never attended a Deming or quality seminar of any
kind
where the people providing the learning spent any time what so ever on
this
critical feature of the Deming Philosophy, nor have I read anything
posted on
this List that attempted to really delve into it.  I think we fear it. I
think.
because we know that we are not competent to teach it, we have
unconsciously
chosen not to deal with it.  As a result, our skills in this area have
never
improved.  In reviewing Dr. Deming's work, it is clear to me that he
knew and
stated in so many different ways that nothing can replace constancy of
purpose
and nothing enables the rest of his philosophical ingredients to become
manifest
within an organization as does this feature.

IMHO, until we recognize how important learning how to create constancy
of
purpose is, and immerse ourselves in learning how to effectively teach
organizational leaders how to create it within their organizations, our
membership will be comprised almost exclusively of the rare few who have
managed
through personal initiative to gain an appreciation of D's teachings to
the
point that they "believe", but remain ineffective.

At the risk of being ostracized, I wish to point out what I consider to
be
glaring shortcomings in the discussions we conduct on this List:

We do not discuss Leadership, though no other single word appears more
frequently
in Deming's Fourteen Points.
We do not discuss Barriers to any effective extent.
We do not discuss Training on the Job.
We do not discuss the institution of a Vigorous Program of Education and
Self
Improvement.
We do not discuss anything that's tough.

What good are we?  Where is our effectiveness?  Where did we misplace
our ability
to lead where Dr. Deming left off, and let me make it perfectly clear,
he was not
finished.  His work was evolving, improving continuously, but he wasn't
finished.  In my estimation, the work of his later years was starting to
zero in
on the key issues of creating constancy of purpose and leadership within
organizations but he was not close to being finished.  There is still
much to do,
but who is going to do it?  I thought, hoped, when I joined this List
that the
major horsepower that subscribed to this list would make it "The" place
where I
would see this work continue.  What I mean by this is the word smithing,
the analogies 
explanations and examples that make the light bulbs come on.  

Perhaps I'm totally wrong to be thinking this way, but I see myself as a
"customer", so to speak, and the DEN is my supplier.  Unlike many
customers who
don't always know what they want, I do, and I have said so in the past. 
I'm
saying so again now.  Perhaps it is not important to you that I, and I
think many
others, look to the main posters on this list for insight into these
complex
issues Dr. Deming brings out in his Fourteen Points.  Or, perhaps you
are not
aware of my needs and cannot address them, therefore.  So let me be
specific in
hopes of becoming educated.

What does "Replace it with Leadership" mean, and how do you do it?
Why do you institute a vigorous program of Education and self
improvement, and how
do you do it?
Why is it important to create constancy of purpose and how do you do it?

Regards,

Donnie

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