Out of another @#&*% crisis! : motivation through humiliation

256 Pages·2010·0.99 MB·English

by  Deming

Out of Another
@#&*% Crisis!
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Out of Another
@#&*% Crisis!
Motivation Through
Humiliation
Mike Micklewright
ASQ Quality Press
Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee 53203
© 2010 by Mike Micklewright
All rights reserved. Published 2010
Printed in the United States of America
16 15 14 13 12 11 10 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Micklewright, Mike.
Out of another @#&*% crisis!: motivation through humiliation / Mike Micklewright.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-87389-783-9 (hbk. : alk. paper)
1. Total quality management 2. Organizational effectiveness. 3. Deming, W. Edwards
(William Edwards), 1900–1993 I. Title.

HD62.15.M54 2010
658.4'013—dc22 2010000567
ISBN: 978-0-87389-783-9
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Printed on acid-free paper
Table of Contents
A Few Things About the Format of This Book . . . . . . . . . . . . . . . . . 9
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Chapter 1 Who Was Deming and What Shaped His
Life/Principles? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
God or Thorn? ...................................... 25
Quality versus Lean .................................. 26
Deming As a Speaker................................. 28
Deming’s Past and What Shaped His Life/Principles ........ 28
Composing Music.................................... 29
Summer Clothing .................................... 30
Work During the College Years—Dr. Shewhart and
Variation Reduction................................ 31
Work During the College Years—Self-Improvement ........ 31
Chapter 2 Tools versus Principles . . . . . . . . . . . . . . . . . . . . . . . . 33
But What Is a Principle?............................... 36
Deming’s 14 Principles for Transformation of Western
Management...................................... 36
Toyota’s Principles (As Documented in The Toyota Way)..... 38
The Pillars Upon Which the 14 Principles of Toyota
Are Based........................................ 39
Self-Reliance........................................ 40
The Lean Paradox.................................... 42
The Incessant Focus on and Use of Root Cause Analysis ..... 42
Practices/Tools That May Not Support Your Principles—
Six Sigma........................................ 45
Some Principles Might Have No Backbone—ISO 9001 ...... 46
5 237 pages remaining (2.0% read)
6 Table of Contents
What’s a Leader to Do? ............................... 46
Chapter 3 How Do U .S . Companies Rate Today against
Deming’s 14 Points? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Point #1: Create constancy of purpose toward improvement
of product and service, with the aim to become
competitive and stay in business, and to provide jobs...... 49
Point #2: Adopt the new philosophy. We are in a new
economic age. Western management must awaken to
the challenge, must learn their responsibilities, and take
on leadership for change............................. 54
Point #3: Cease dependence on inspection to achieve quality.
Eliminate the need for inspection on a mass basis by
building quality into the product in the first place......... 60
Point #4: End the practice of awarding business on the basis
of a price tag. Instead minimize total cost. Move toward
a single supplier for any one item, on a long-term
relationship of loyalty and trust. ...................... 61
Point #5: Improve constantly and forever the system of
production and service, to improve quality and
productivity, and thus constantly decrease costs. ......... 66
Point #6: Institute training on the job. .................... 72
Point #7: Institute leadership. The aim of leadership should
be to help people and machines and gadgets to do a
better job. Leadership of management is in need of
overhaul, as well as leadership of production workers...... 74
Point #8: Drive out fear so that everyone may work
effectively for the company........................... 89
Point #9: Break down barriers between departments.
People in research, design, sales, and production must
work as a team, to foresee problems of production and
in use that may be encountered with the product
or service......................................... 93
Point #10: Eliminate slogans, exhortations, and targets for
the work force asking for zero defects and new levels
of productivity..................................... 97
Point #11a: Eliminate work standards (quotas) on the
factory floor. Substitute leadership..................... 98
Point #11b: Eliminate management by objective. Eliminate
management by numbers, numerical goals. Substitute
leadership. ....................................... 100
236 pages remaining (2.5% read)
Table of Contents 7
Point #12: Remove barriers that rob people of pride of
workmanship...................................... 104
Point #13: Institute a vigorous program of education and
self-improvement. ................................. 109
Point #14: Put everybody in the company to work to
accomplish the transformation. The transformation is
everybody’s job.................................... 111
Chapter 4 What Would Deming Probably Think of
Today’s Movements? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Six Sigma .......................................... 116
Lean .............................................. 128
Lean Six Sigma...................................... 136
Lean and Green ..................................... 147
Lean Accounting .................................... 149
ISO 9001 (And ISO/TS 16949, ISO 13485, AS 9100,
TL 9000) ........................................ 152
Offshoring.......................................... 165
Balanced Scorecard .................................. 172
Training Within Industry (TWI) ........................ 174
Chapter 5 Knowledge versus Certification . . . . . . . . . . . . . . . . . 181
Continuous Self-Improvement Through Knowledge
Gain ............................................ 181
Why Get a Black Belt? ................................ 182
What Part of Certification Do You Not Understand?......... 183
Lean Six Sigma Is an Oxymoron and Many Morons Are
Buying It ........................................ 184
Real Six Sigma Stories................................ 185
Knowledge and Leadership ............................ 191
My Story As a Potential Supervisor...................... 192
What to Do? ........................................ 192
Chapter 6 Why Root Cause Analysis Sucks in America . . . . . . 195
The Root Causes Lies in the Lack of the Identification
of Correct Principles ............................... 199
Root Causes of Toyota’s Success ........................ 200
Expensive Band-Aids ................................. 201
Root Cause Analysis and Dr. Deming .................... 203
Chapter 7 Dr . Deming As the Early Pioneer of Lean . . . . . . . . 205
Continual versus Continuous Improvement . . . . . . . . . . . . . . . . 206
235 pages remaining (2.9% read)
8 Table of Contents
Dr. Deming Lived Lean ............................... 207
Chapter 8 From Grades . . . to Pay for Grades . . . to Pay
for Performance . . . to Pay to Play . . . . . . . . . . . . . . . . . . . . . . 211
No Child Left Behind................................. 212
The Results......................................... 214
From Grades . . . to Pay for Grades . . . to Pay for
Performance . . . to Pay to Play ....................... 215
What Does Dr. Deming Have in Common with the
Founder of Kinko’s?................................ 217
Chapter 9 I’m Sorry—the Recession of ’07–’09 Was
My Fault . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Challenge #1........................................ 222
Challenge #2........................................ 224
Challenge #3........................................ 226
Challenge #4........................................ 228
Chapter 10 Going Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Some Possible Actions to Take.......................... 230
Appendix: Are You a Member of S .A .D . (Society of
Anti-Deming)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233
Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
234 pages remaining (3.3% read)
A Few Things About the
Format of This Book
P
erhaps because of the almost sick way I grew up—and many of us
grew up—reaching the goal was always the most important thing,
even if the process along the way to reaching that goal was usually
a laborious chore. This mind-set has been prevalent even when I have read
books, and I have read many books. It’s hard for me to put a book down
and stop reading it, even if it’s a bad book. I feel like somehow, something
very interesting will eventually come of the book, and I do not want to
miss it. Plus, I want the credit, from myself, for completing the book. I can
not give myself credit for a book only half completed. Also, I have other
books waiting in queue and I want to get to them as quickly as possible, but
I’m still reading the boring book and the possible good books will just have
to wait.
So, with time I have learned that it is the process of gaining knowledge
that is most important and not how many books have been completed. If I
begin to read a book in which the knowledge gained is little compared to
the time put into reading the book, I will put it down and start with a new
book. This has been difficult to do because it goes against what I have come
to expect in the form of a grade, gold star, diploma, degree, certificate,
merit raise based on performance, and Black Belt.
Oftentimes, I find myself angry about the beginning sections of books.
There are always sections like Contents, Acknowledgments, Preface,
Foreword, Introduction, and Dedication. I want to tell the authors and pub-
lishers that if you want me to read those sections, then give me credit for
reading those sections. It’s not fair to number those pages with an extinct
Roman numeral system. That’s crazy. No one uses Roman numerals any-
more except when counting Super Bowls. And even then, how many aver-
age football fans would know that Super Bowl XXXVIII was really Super
Bowl 38? So why do we use Roman numerals at the beginning of books? If
9 233 pages remaining (3.7% read)
10 A Few Things About the Format of This Book
someone asks me how long a certain book was that I really enjoyed, I might
say, “It was 322 pages, but if you count all the $@#* pages at the beginning
that I did not get credit for, it was 351 pages.” Now does that not sound so
much more impressive than just 322 pages?
So, I feel like protesting, but I don’t because my Roman Catholic
upbringing makes me feel guilty for claiming that I read a book when in
fact I did not read the opening sections with the Roman numerals. What a
coincidence—the word Roman was used twice in the above sentence. So I
read all the opening sections, with a great deal of reluctance and feeling a
little pissy. Sometimes, though, I do not read all of the Acknowledgments
and I feel a little better.
So, the good news is that in this book, you get credit for reading
everything. No Roman numerals! (Now, perhaps the Super Bowl will be
encouraged to change its numbering system?!) This should make you feel
accomplished already.
Also, because I have grown up to be more goal oriented, I never really
care about what page I’m on. I’m only concerned with how many more
pages I have left to read. Also, I do calculations in my head to figure out
what percent of the book I’ve completed toward the end goal. (For instance,
if I’m on page 140 of a 350-page book, that’s about 2/7 complete, which
equates to about 28% done. In my mind, the important numbers are that I
have 210 pages left to read and I am 28% done.)
Again, it’s not the knowledge that counts in my sick world, it’s how
many books I’ve read, including the percentage of the book I’m currently
reading.
So, the good news in this book is that each page has a page number that
represents how many pages are left in the book and the percent of the book
completed at that point.
Also, in the example above with the book that contained 350 pages, it
officially had 358 pages, but the last eight pages represented the Index. No
one reads the Index. I do not even feel the least bit guilty about not reading
that section. So, the good news in this book is that the Index will contain
the Roman numerals.
MOTivATiOn ThrOugh
huMiliATiOn—The AMeriCAn WAy
Why did I subtitle the book Motivation Through Humiliation? Quite simply,
to speak the language of the leaders of our companies and our government
institutions to motivate them to action through humiliation the way they
believe people are motivated to perform better. The United States lacks
232 pages remaining (4.1% read)