Rol:
At 19:19 16/4/1998 -0400, you wrote:
>Deming assumes that if
>_management_ does not change the system, then employee performance cannot
>change. My model assumes that if _employees_ do not change the system,
>then employee performance cannot change. Frankly, there are a lot more
>employees than managers, so where would you want to place your bets?
All bets squarely on management. The great peasant revolts of history
share a singularly dismal record of failure.
People play for whatever stakes are on the table, and management, by and
large, sets those stakes and the acceptable rules for obtaining them,
i.e., the system. I've seen college department members joust for a
seminar attendance or a minor stipend with the same zest that highstreet
bankers quest for millions, but few ever question the system.
>Deming also assumes that if someone is performing _consistently_ below the
>average but within the allowable tolerances, then there is no way to
>change them, or perhaps no point in trying. I really disagree with that.
>He is writing off potential. He ignores an opportunity to learn.
There are a few firms, Sun Hydraulics leaps to mind, that have so
empowered and trained their employees that the firm operates more as a
hive of mini-managers, allowing enormous freedom for individuals to alter
the system. This is a firm that refuses to undergo ISO or QS
certification as its systems and part quality are so good and effective
they've not the time to waste on such things. Buyers such as NASA gulp,
make exceptions for them, and buy their parts.
An example of employee success you say? Sadly no, as without the
willingness and inspired guidance of the two founders, whose offices are
only distinguished by two pull-up chairs next to their desks instead of
one, none of this would have been possible.
I deeply respect your intent and I wish the world worked the way you
desire it. In my experience, it does not. For that reason, I place the
greatest burden and responsibility upon the management that controls the
system, that could, if they wished, produce more Sun Hydraulics.
Best regards, Gordon Housworth
Intellectual Capital Group
ghidra@modulor.com
Tel: 248-626-1310
http://www.modulor.com
--Gordon Housworth <ghidra@modulor.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>