You might also be interested in the report of the meeting at Honda.
Alan
--------------------
The British Deming Association Cotswold Network aim is
"To learn, apply and extend the management philosophy of
Dr. W. Edwards Deming and to help others do the same."
This note contains:
o outline of next meeting
o dates of future BDA CN and related meetings
o report of the March meeting at Honda
The Cotswold Network serves the GL, NP, HR, WR, SN, TA,
BA & BS postcodes in the UK.
We welcome visitors from further afield. Please copy this to
anyone who may be interested.
If you plan to come please let Roy Greenhalgh know so that
we can plan catering(see below).
---------------------
June 10: Process Improvement upon Avon. see below
---------------------
Wednesday 20 May 1998 -- 1800 for 1830 to 2115
in the Lecture Theatre, Sun Life Centre, Filton, Bristol (next
door to Bristol Parkway Station)
Selling without carrots ? Managing without sticks !
Driving fear out of the sales process for both customers and
staff.
Alan Clark, Key Business Improvements
<mailto: "Alan Clark" alclark@waverider.co.uk>
Managers commonly accept as unquestioned truth the belief
that people (you) must be motivated through a combination
of carrots and sticks. What this implies is that you withhold
some reservoir of effort, waiting for it to be bribed out of you.
Is this true of you -- or is this an insult to you ? Is it true of
anyone else -- or is it an insult to them too ?
"Which sales person would you prefer to buy from ? One
who gets a commission if they make a sale or one who does
not ?" Paying sales people on commission undermines
relationships with customers -- you never quite know if the
salesperson wants your longterm business or just the fast
buck. Both in sales and elsewhere in the organisation
performance related pay (which tends to focus on individual
performance) obstructs attempts to improve processes (which
usually requires teamwork and interfunctional
collaboration).
Alan Clark of the BDA Marketing and Sales Research Group
will base this presentation on a paper given to the Institute of
Directors in June 1997 by Michael W Starkey of De Montfort
University.
Experienced in general management and a Chartered
Engineer, Alan has both sold and managed sales people.
Until he came across Deming in 1993 he had tried most of
the allegedly effective ways of selling and "motivating" sales
people. He now understands the more effective way to
generate sales, the lifeblood of every business.
Come and find out:
o Why even big companies like the Pru are switching to
selling without carrots:
o What happenned in Marshall Industries when they
abandonned commission based pay
o What happenned in Gallery Furnishings
Bring your Sales and Personnel people along.
For members of the BDA there will be a charge of Pound5.00.
The charge for non-members is Pound10.00.
----------------
The programme for the evening is:
1800 arrival and networking + refreshments
1830 Welcome, Notices, Introductions
1840 Presentation followed by
Small Group Discussion and
Plenary discussion/questions
2100 Study (PDSA) o What's new ?
o What have I seen in a new light ?
o What questions remain unanswered?
o How am I going to use this learning ?
o What was good about the meeting overall ?
o What could be improved ?
---------------
If you can come please let Roy Greenhalgh know
(attach additional names & details if more than 1 please):
e-mail: rgreenh@ibm.net
fax: 01454 294200
phone: 01454 294200
post: Townwell House, Cromhall, Wotton under Edge,
GL12 8AQ
name:
e-mail:
telephone:
organisation:
[_] I/we will attend Selling without carrots on 20 May
[_] please send me the e-mail edition.
------------------
Getting to . . .
The Sun Life Centre is adjacent to Bristol Parkway station.
The station is signposted from J19 of the M4 & J1 of the M32
and from Filton and Patchway. Please bring this flyer with
you to show to security at the entrance to the site.
-------------------
Future meetings
to enable us to pay travel and hotel costs for some speakers
and to ensure that there are good refreshments before all
meetings we will make a charge for future meetings -- Pound5.00
for members and Pound10.00 for others.
---------------------
June 10
Process improvement on Avon
an evening on the river in David Train's Bell boats engaging
in a practical exploration of the notions of system, variation
and psychology.
@ Fladbury [between Pershore and Evesham]
joint meeting with W Midlands & E Midlands Groups
---------------------
July 8
All models are wrong, but some are useful
-- Towards a Theory of Knowledge
Paul Wagstaff and others
---------------------
>From September 1998 there will be two distinct series of
meetings in alternate months. The two series will alternate
so that there will be six meetings of each series each year.:
1 for everyone -- this will focus on giving members and non-
members a broad understanding of issues involved in
embarking on a Deming based transformation in an
organisation.
2 for members only will be opportunities to study Deming
and Deming related ideas in more detail.
Details of meetings are sent to members each month. Others
receive them only occasionally.
If you are not yet a member, join the BDA to be sure you get
a regular copy and enjoy all the member benefits -- please
ask the BDA office for an application form:
British Deming Association
tel: 01722 412138 fax: 01722 414428
e-mail: deminguk@aol.com
25 Water Lane Salisbury SP2 7TE
-----------------
We want to have another stimulating programme over the
next 12 months. The following are among the ideas
suggested:
o further improvements at the DVLA Call Centre
o Mattress Mac CEO of Gallery Furnishings in Dallas
o Process Improvements in a bank
o Anna Maravelas on the role of grieving in change
management and the pernicious effects of character flaw
thinking
o Leading a Deming based Transformation
o 6 sigma working in Motorola
o An introduction to lean thinking
o Applying the Deming Management Philosophy in a
university department
o A CEO who runs a Pound2.5m business with NO targets
o Continuous improvement in the Health Sector
o Why ISO9000 is irrelevant to improving processes and
quality on a continual basis
o Process Improvement in a School
o How Quality takes all in the tourism business (including
a report from Disney University)
o Discussion of a book or a conference presentation on
video.
What we choose will be based on responses to the Voice of
the customer questionaire you should have received last
month.
Do make suggestions for either or both series.
Please let us have it back soon.
---------------
BDA public seminars
Seminars are in Nottingham unless indicated.
further details from Linda Bargent
tel: 0115 984 6550 fax: 0115 984 6552
May 9-10 1: Intro to Deming Management Approach
May 19 Managing for a modern Britain - B'ham
May 20/21 Understanding variation - Bracknell
June 1 1: Intro to Deming Management Approach
June 2-3 2: Understanding the Deming Philosophy
June 4-5 3: Better data used in a better way
June 27-28 Understanding variation
Sept 26-27 2: Understanding the Deming Philosophy
Oct 8 Starting Charting
Nov 9 1: Intro to Deming Management Approach
Nov 10-11 2: Understanding the Deming Philosophy
Nov 12-13 3: Better data used in a better way
Nov 26-27 Understanding variation
Dec 5-6 3: Better data used in a better way
-------------------
and also:
May 19 0900-1700 BDA Public Seminar
Managing for a modern Britain - The Deming management
approach
@ The Birmingham Centre for Manufacturing
details from BDA tel: 0115 984 6550 fax: 0115 984 6552
deminguk@aol.com
[I attended the first one of this series in March and it is an
ecellent introduction. I hope we will have a series in Bristol
before the end of the year.
If your company would like to host them (and earn large
discounts) please contact me. Alan Mossman}
---------------
Weds 15 July half day BDA W Midlands
Owen Bishop and John Nugent taking the Shire Foods
learning further.
details: Alan Clark 01527 61929
fax: 01527 598014 alclark@waverider.co.uk
-------------
The Germ Theory of Management revisited
Audio tapes of this excellent Cotswold Network
meeting are now available from QED
price Pound12.00 including VAT and UK postage:
tel: 0181 441 7722
fax: 0181 441 0777
e-mail: enquiry@qed-productions.com
http://www.qed-productions.com
address: Lancaster Road, New Barnet, EN4 8AS
--------------
If you have thoughts about speakers, dates or
can offer a venue please contact:
Alan Mossman 01453 765611
(alanmossman@compuserve.com)
Paul Wagstaff 01242 228481 (pwagstaff@compuserve.com)
Roy Greenhalgh 01454 294200 (rgreenh@ibm.net)
--------------
Report of past meeting:
11 March @ Honda, Swindon
Notes from Another World: Visit to Honda Mfg.
Helen Thorneycroft, Bob Broadfoot, Gary Mailey, Chris Farr
- "The Best Car Logistics Improvement Team there is"
with Steve Coombs, Car Logistics Manager & Andrew Jones,
Director & Car Plant Manager
Presentation of 'Zero Damage' program to reduce damage to
cars, esp. after they have left the factory. - Saved L4.5M since
'95.
Background
o Competition is hot. Only 70% of world manufacturing
capacity is used, yet only last week, three new car factories
were opened in Europe.
o 700 people in factory, making 520 cars/day (1 car takes ~24
hrs).
Cultural things
o Emphasis on trust, fairness, participation
o Respect for individual (very Japanese).
o Strong non-blame culture helps improvement. - Wrong
action leads to coaching/retraining.
o Expectation that people will challenge.
o 'Everyone wants to do a good job--they just need
showing how.'
o Inability to countenance not meeting
goals/commitments.
o Everyone is an 'associate'. Everyone has the same job
description (paraphrase = to produce cars to delight
customers), lots of flexibility.
o 'Use what works'. No sophisticated tools (just do simple
things well).
o No training dept. The works manager trained the 5
quality folks who trained everyone else.
o A transporter driver had damaged a vehicle. -
Illuminating comment: 'That man's manager needs
retraining.'
o Quality teams work in their own (not company) time.
90% arrive ~30 mins early to work in quality circles.
o Process improvement 'best practices':
o Risk-based approach: find potential problems, implement
countermeasures.
o Overall process:
- 1. Situation appraisal
- 2. Risk assessment
- 3. Countermeasure request.
- 4. Countermeasure tracking (ensures it works).
- 5. Next steps
o Finding risks: Photograph people doing things wrong. -
but *don'tshow their faces.
o Countermeasure request, table with columns: - Problem
analysis, description, dept. countermeasure, who/when
o Tracking countermeasures, table with columns:
- Problem, cause, countermeasure, JFMAMJJASOND
o Gemba Gembitsu: Actual situation, actual place. You
can't beat seeing things for yourself.
o Kepner Tregoe used for situational appraisal.
o Questioning: 5W, 2H = Who, When What, Where, Why,
How, How much
o Is/is not analysis for narrowing down problems: eg. Is
Accord/not Civic, Is day shift/not night shift, is Tues/not
others
o Repeated PDCA loops.
o Managing suppliers:
o Start with policing them, then check they are policing
themselves, slowly backing off.
o Don't claim small damages back (show generousity).
o Have supplier league tables, give them awards.
o Help them learn improvement. Have joint quality
teams.
o Starting with quality in the company:
- Training
- Share objectives
- Build awareness
- Associate input
- Team action
Other notes
o "ISO9000 is garbage. It has absolutely no meaning for the
quality of what we make."
o In factory, table of people vs. processes, with coloured
dots to indicate proficiently in processes.
o Constant improvement of granularity of plans.
o - Starts with months, then weeks etc. down to hrs.
o I had a long conversation with a man who ran delivery logistics at
Ford UK, who said that he had learned nothing new. He then
proceeded to give a long list of reasons why very little of what Honda
did was or could ever be used at Ford. He had 10% of the full-time
quality professionals, was constantly pressed to cut costs by
the 'bean counters' and expected to lose his own job to
'outsourcers' within the foreseeable future.
Overall impression
I came away with a slightly numbed feeling. Were they all hypnotised?
All signs of common human competitive behaviours seemed to have
been eradicated. Eveyone smiled and wore the same white uniform.
And worked very hard. Together. For the common good.
Pass the happy pills, please.
Scribe: Dave Straker <DAVID_STRAKER@hp.com>
-------------
8 April @ Lloyds TSB in Bristol
Joint meeting with CIPFA & IRRV
Continual Improvement in the Finance Function
Erika Wenzal
Deputy Director of Finance, Thameside MBC
report in next.
---------------
--Alan Mossman mail to:alanmossman@compuserve.com The Change Business Ltd 19 Whitehall STROUD GL5 1HA UK 01453 765611 N.B. new fax: 01453 763083
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>