ppt 2/12

4 parts of the system of profound knowledge, they all interact:

-Appreciation for a system (systems theory) -Understanding variation (statistical theory) -Theory of knowledge (epistemology) -Psychology (in particular, how are people motivated)

deming's thoughts about psychology: ●______ members of your team is critical to the team's success & your value as a manager ●As a manager you should ______ & instill pride and joy ●Many people don't like _____, you need to know how to motivate your team to accept change ●The most important act that a manager can take is to ______ to an individual. Everyone is different and all people are motivated to a different degree extrinsically & intrinsically

-Motivating -drive out fear -change -understand what's important

this is what deming believed about the theory of knowledge: ○Knowledge is built on ______ ○No number of examples establishes a _____ ○A single failure of a theory requires _____ the theory ○Info is not ____ ○Wild results & losses often come from successive application of random impulses

-theory -theory -modifying -knowledge

common sources of variation:

Materials Machines Methods Measurement Man (people) Mother Nature (environment)

The Deming Philosophy is basically the same as ____, but he didn't use that term

TQM (total quality mgt)

●Optimization of each component does not lead to optimization of the whole system ●Optimization of individual components leads to silos, resulting in suboptimal results

appreciation for a system/systems theory

what was deming's response to the criticisms he received?

companies are trying to get a quick fix and copy examples of what other companies have done, w/o realizing their own company's needs

the theory of knowledge is aka

epistemology

engaging in such a way to gain a reward or avoid a punishment)

extrinsic motivation

deming believed ____ motivation was a better motivator than ___ motivation

instrinsic > extrinsic

3 principles of statistical thinking: 1. All work occurs in a system of ____ processes 2. Variation exists in _____ 3. ____ & _____ are keys to success

interconnected all processes Understanding and reducing variation

behavior driven by internal rewards (ex. It is satisfying to you)

intrinsic motivation

how to eliminate/identify some variation: _____ can keep machines running smoothly sometimes measurement devices are _____ _____ some do better work in the morning, some may do better in the afternoon

preventive maintenance miscalibrated people vary

understanding variation is aka

statistical theory

this was an attempt to clarify philosophy & silence critics

system of profound knowledge

appreciation for a system is aka:

systems theory

this theory attempts to answer: ○What is knowledge & how can it be obtained? ○What is belief, truth & justification? ○How does one distinguish btw justifiable belief & opinion?

theory of knowledge

which of the 4 parts & fill in blank: ●Modern production capabilities have greatly reduced product-to-product variation, but variation can still be reduced -Variation in ______ and incoming parts still a problem. -Large amounts of variation exist in most ____

understanding variation: raw mats, services

Deming believed that ____ is the root cause of all quality problems.

variation

Deming believed these 2 things:

■ Organizations were systems ■ If you improve the process you improve results

when people do not understand systems, variation, appreciation & psychology some negative outcomes may include:

■seeing the symptoms not the disease (root cause) ■seeing trends when there are none ■not knowing how to plan and accomplish learning ■not understanding change and the resistance to it

what were the 5 criticisms of Deming?

○No prescriptive approach ○No direct ties to financial outcomes ○Some think employees need to fear losing their jobs to perform well ○Some think extrinsic motivation > intrinsic motivation -Annual evaluations based mostly on numerical measure of results are critical

what are some of the probs created by variation?

○Products are outside the spec limits ○Increases unpredictability ○Makes it difficult to detect problems & potential improvements ("signal" is hidden by the "noise") ○Makes it difficult to find root cause