L'homme derrière la révolution industrielle du Japon et le modèle Toyota.
System of Profound Knowledge
1- Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below);
2- Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
3- Theory of knowledge: the concepts explaining knowledge and the limits of what can be known (see also: epistemology);
4- Knowledge of psychology: concepts of human nature.
Deming offered fourteen key principles for management for transforming business effectiveness. In summary :
1- Create constancy of purpose toward improvement of a product and service with a plan to become competitive and stay in business. Decide to whom top management is responsible.
2- Adopt the new philosophy. We are in a new economic age. We can no longer live with commonly accepted levels of delays, mistakes, defective materials, and defective workmanship.
3- Cease dependence on mass inspection. Require, instead, statistical evidence that quality is built in. (prevent defects instead of detect defects.)
4- End of the practice of awarding business on the basis of price tag. Instead, depend on meaningful measures of quality along with price. Eliminate suppliers that cannot qualify with statistical evidence of quality.
5- Find Problems. It is a management’s job to work continually on the system (design, incoming materials, composition of material, maintenance, improvement of machine, training, supervision, retraining)
6- Institute modern methods of training on the job
7- The responsibility of the foreman must be to change from sheer numbers to quality… [which] will automatically improve productivity. Management must prepare to take immediate action on reports from the foremen concerning barriers such as inherent defects, machines not maintained, poor tools, and fuzzy operational definitions.
8- Drive out fear, so that everyone may work effectively for the company.
9- Break down barriers between departments. People in research, design, sales and production must work as a team to foresee problems of production that may be encountered with various materials and specifications.
10- Eliminate numerical goals, posters, slogans for the workforce, asking for new levels of productivity without providing methods.
11- Eliminate work standards that prescribe numerical quotas.
12- Remove barriers that stand between the hourly worker and his right of pride of workmanship.
13- Institute a vigorous program of education and retraining.
14- Create a structure in top management that will push every day on the above 13pts.
Quotes :
There is no substitute for knowledge.
The most important things cannot be measured.
The problem is at the top; management is the problem.
To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge—knowledge for leadership of transformation.
