Replying to LO24881 --
In respose to:
"Phillip Capper" <phillip.capper@webresearch.co.nz>
From: Michael Bremer <cgcmike@aol.com>
Phillip C. paints a word picture of what Dr. Deming suggested for many
years. The finding someone to BLAME game directly relates to one of
Deming's 14 points refers to "Driving out fear / avoid placing blame."
So often inquiries look to point the finger and find someone to blame. In
"truth" there is no simple truth or single cause. In the early 80's Dr.
Deming suggested that 85% of all productivity/quality problems were
management's fault. Not the individual workers. The first time I heard
this in 1980 it made me mad! I heard "fault" as blame. Later, when I
spent time with Dr. Deming on a second pass the lights turned on. I
understood that management owns the processes organization use.....and the
processes in combination cause many of the problems and missed
opportunities we see.
Later in life, if one can consider something after the age of 83 as later,
Dr. Deming suggested that 95% of productivity/quality problems were
process related, not individual.
In a message dated 6/15/00 9:49:17 PM,
learning-org-digest-approval@world.std.com Phillip C. writes:
--- start of quote ---
The Dryden accident investigation (1992) went even further than Mahon.
snip These immediate factors were, according to the Commission, triggered by
17
inadequate corporate processes, which included such items as:
snip
job instability following a recent company merger
high employee turnover snip
disparate allocation of resources to production and safety activities
inadequate safety management
inadequate change management
deficiencies in operations and maintenance
deficient monitoring and auditing
deficient handling of information
deficient inspection and control
--- end of quote ---
Best wishes to all,
Michael Bremer
The Cumberland Group/Flow-Works, Inc.
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