MBA Dissertation - Help & Support

["Steve Taylor" <StevePTaylor@email.msn.com>]

Dear all,
I have been following the debate on the DenList with great interest for a
couple of months.
I have been reading and learning about the "Deming Way" since the early
1990's when I attended a wonderful introductory seminar run by Professor
Henry Neave of the British Deming Association.
(see:  http://deming.org.uk/seminars.htm  )

Without being to sentimental I must say it was a turning point in my career.
I also benefited from a boss who listened and understood also. Even though
my boss and I parted ways we have been stealthily implementing the core
principles of Deming wherever we managed.
We have now joined forces again within a new business unit and we are
attempting to implement the Deming philosophy within this business unit in
an attempt to prove that this is a better way of managing for success.
I am also using this "live lab" as a basis for my MBA dissertation. I an
about to complete my business studies at one of Europe's top schools,
Warwick Business School. It is interesting to recall the debates I have had
with my more conventional colleagues on the finer points of "arbitrary
numerical targets" and being "punished by rewards", to use Mr. Kohn's book
title.
Anyway, the purpose of the note is to ask for your experiences and comments
relating to your attempts to implement the Deming philosophy within a
business environment. This is the basis of my MBA dissertation.
My early results from implementation within my new business are wonderful. I
have started by trying to provide leadership and to help as many people as
possible understand systems thinking and elementary SPC. People are very
surprised when they bring me a "bad number" and are not lambasted if it is
down on last week. When I explain my attitude with a run chart and then some
control limits, its like "turning the light on" ! I even had a cleaner ask
me what all the "new pictures" were on the office walls. She listened and
understood.
People on the ground are wonderful and they eat and drink the new knowledge.
However, when I tried to explain to my MD(*) why the arbitrary 1999 sales
target was suboptimising my system I got short shrift !! He didn't listen
and understand !
As predicted, the higher up the organisational structure we go, the more
closed the mind.
However, onward and upward .. I had an interesting discussion with my

General Manager (the one who understand the Deming philosophy) about the
need for a Statement of Purpose today. I have been reading Myron's paper -
Creating the Quality Company - written with Professor Tsuda in the early
1980's. A great read. However, the discussion today taught me two things:
1. Even someone who understands may not accept my logic (or Myron's as it
was mostly cribbed);
2. I don't yet understand anything as I thought I did.
I would appreciate any comments or experiences on "timing" the introduction
of elements of the theory. I am sure there is no "one right way". I am a
"contingency theorist" at heart.
Please write with your thoughts and comments. I need all the stimulation I
can get !!

(*) Moderator's Note:  In the UK - MD stands for Managing Director and not 
Medical Doctor as "we" use on this side of the pond.
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