In a message dated 98-02-06 22:00:45 EST, you write:
> In one of her statements she mentions how the analysis techniques
> invoked with TQM (i.e. SQC charts ) have inhibited experimentation
> associated with producing high quality goods and services.
Andrew comments about Margaret Wheatly's system thinking seminar in the
above comment.
I, for one believe that this statement may apply for those who do not
understand, in particular, the theory behind Dr. Deming's philosophy of
continuous improvement.
In short, company's that are asking their employees to "number crunch"
have not changed their culture. SPC, is not a number crunching
philosophy. At least from the Deming perspective. Instead, it is a
method to improve systems. There are concepts here that need to be
understood.
1. Theory of a system.
2. Knowledge of variation
3. Knowledge of psychology
4. Theory of knowledge
>She may (I believe) mention that this is one of the reasons that TQM has
>not lived up to all the expectations that it was supposed too. People
>were more worried about getting all of the numbers looking good for
>managers rather than focusing on improving quality to the customers.
This statement reflects a lack of an understanding of Deming's 4 points
mentioned above.
The culture of organizations must change. Company's in which the culture
has not changed is reflected in this last statement that the people were
more worried about pleasing managers. Is this really a problem with TQM
or with managements understanding of their role in TQM.
Dr. Deming's point number 8 of the fourteen points states: "Drive Out
FEAR."
People who are in fear will continue to try to please managers because of
the culture in an organization.
I cannot accept that the methods of TQM, particularly SPC are the problem
here. TQM requires very specific cultural changes within an organization
to realize the benefits it provides.
I would suggest more study.
Linda Ortberg
Professor of Quality
Tarrant County Junior College
Ft. Worth, TX.
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