Best efforts are essential. Unfortunately, best efforts, people charging this way and that way without guidance of principles, can do a lot of damage. Think of the chaos that would come if everyone did his best, not knowing what to do. The idea is similar to the idea of working smarter not harder.Doing the wrong thing, more, doesn’t get you where you want to go. You need to figure out the right things to do and then do them. Ironically, it is hard to figure out the right thing to do.
“Don’t just do something, stand there.” In the context of Dr Demings management ideas this fits with the concept that working harder at what we have done is not what is needed. We need to figure out what to do and then do it. The Dr,quote also relates to the tendancy we have to tamper – institute “solutions” without understanding what is going on (often due to a lack of understanding variation). Tampering is also a failure created by best efforts. Many managers have learned their job is to act, even if they don’t have the knowledge needed to make a rational decision: they don’t just stand there, do something.
The fourteen standards of principle have been used by some of the smartest managers of all times and as SUPERVISOR or MANAGER you may want to think about their meaning to YOU and how they can benefit you and your team! A company cannot expect to ignite and feed a quality revolution from which it will prosper for all time. Instead, it must adopt an evolutionary philosophy; such a philosophy prevents stagnation and arms the company for the uncertain future. Part of the evolutionary mentality is to abandon practices that, despite their obvious short term benefits, ultimately detract from the company’s effectiveness.
In Health and Safety as in the Company, A manager seeking to establish such an environment must:
- employ an understanding of psychology–of groups and individuals.
- eliminate tools such as production quotas and sloganeering which only alienate workers from their supervisors and breed divisive competition between the workers themselves.
- form the company into a large team divided into sub-teams all working on different aspects of the same goal; barriers between departments often give rise conflicting objectives and create unnecessary competition.
- spread profit to workers as teams, not individuals.
- eliminate fear, envy, anger, and revenge from the workplace.
- employ sensible methods such as rigorous on-the-job training programs.
In the resulting company, workers better understand their jobs–the specific tasks and techniques as well as their higher value; thus stimulated and empowered, they perform better. The expense pays for itself. So in truth it comes down to the aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.
- Create constancy of purpose toward improvement of product and service. 2. Adopt the new philosophy… Western management must… learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality… by building quality into the product in the first place. 4. End the practice of awarding business on the basis of price tag. Instead minimize total cost. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership. The job of a supervisor is not to tell people what to do or to punish them, but to lead. Leading consists of helping people do a better job… 8. Drive out fear. Many employees are afraid to ask questions or take a position… The economic loss from fear is appalling. It is necessary for better quality and productivity that people feel secure. 9. Break down barriers between departments. Often staff areas… are competing with each other or have goals that conflict. They do not work as a team so they can solve or foresee problems. 10. Eliminate slogans, exhortations, and targets for the workforce… the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the workforce. 11. Eliminate numerical quotas. Quotas take account only of numbers, not quality or methods. Substitute leadership. 12. Remove barriers to pride of workmanship. Abolish the annual or merit rating. 13. Institute a vigorous program of education and selfimprovement. Both management and the workforce will have to be educated in the new methods, including teamwork and statistical techniques. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job
Seven ways to fail in your Management Skills
- Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.2. Emphasis on short-term profits: short-term thinking (just the opposite from constancy of purpose to stay in business), fed by fear of unfriendly takeover, and by push from bankers and owners for dividends. 3. Evaluation of performance, merit rating, or annual review. 4. Mobility of management; job hopping. 5. Management by use only of visible figures, with little or no consideration of figures that are unknown or unknowable. 6. Excessive medical costs. 7.Excessive costs of liability, swelled by lawyers that work on contingency fees. *
You need Safety STANDARDIZATION and why
Safety Standardization – the process of making a proven practice the default practice in the organization.
Safety Standardization aids in several ways. First, by documenting the best practices and then ensuring those methods are practiced by everyone the organization promotes effective and efficient methods. Second, variation is reduced. Third, when problems present themselves the problem solving process is greatly aided – when there is no standardization it is more difficult to troubleshoot.
A slightly different type of standardization also has great benefits. By standardizing parts a company can improve performance.
The funnel learning or “rules” of the experiment can be applied to many different types of tampering and common kneejerk reactions on the part of management, all of which are impediments to effective management and continual improvement, including:
- Adjusting a process when a part is out of specifications
- Making changes without the aid of control charts
- Changing company policy based on the latest attitude survey
- Modifying the quota to reflect current output
- Using variances to set budgets
- Relying on history passed down from generation to generation
The most effective ideas by guiding the safety thinking process is by wearing six invisible hard hat color daily for your program hence ; making sure each facet of thinking is taken into account in reaching a conclusion.
- “White Hat” – facts
- “Red Hat” – intuition
- “Black Hat” – judgement, potential bad results, what could go wrong
- “Yellow Hat” – potential good results
- “Green Hat” – new ideas, creativity, innovation
- “Blue Hat” – coordination, facilitation, the manager of the thinking process
Just like in Safety the PDSA cycle will and does work if you let it!
The cycle begins with the Plan step. This involves identifying a goal or purpose, formulating a theory, defining success metrics and putting a plan into action. These activities are followed by the Do step, in which the components of the plan are implemented, such as making a product. Next comes the Study step, where outcomes are monitored to test the validity of the plan for signs of progress and success, or problems and areas for improvement. The Act step closes the cycle, integrating the learning generated by the entire process, which can be used to adjust the goal, change methods or even reformulate a theory altogether. These four steps are repeated over and over as part of a never-ending cycle of continual improvement.