2. The Heavy Losses Flashcards
(2 cards)
“I’d rather know a little less than to know so much that isn’t so.” - Josh Billings
“I’d rather know a little less than to know so much that isn’t so.” - Josh Billings
Chapter
The present style of management is the biggest producer of waste, causing huge losses whose magnitudes cannot be evaluated, cannot be measured. The aim of this chapter is to identify the most important sources of waste (loss), and to offer suggestions for better practice.
Ranking is a farce. Apparent performance is actually attributable mostly to the system that the individual works in, not to the individual himself.
There is another factor to take into accounts, the Pygmalion effect.
- Rated high at the start, anyone stays high. Rated low at the start, he stays low.
Reward for good performance may be the same as reward to the weather man for a pleasant day.
The first step in any organization is to draw a flow diagram to show how each component depends on others. Then everyone may understand what his job is.
- If people do not see the process, they can not improve it.
A numerical goal accomplishes nothing. Only the method is important, not the goal. By what method?
One way to move away from quotas is to introduce a horizontal production line, with a self-directed work force- anybody does anything that needs to be done.
No amount of care or skill in workmanship can overcome fundamental flaws of the system.
It is wrong to suppose that if you can’t measure it, you can’t manage it- a costly myth.
The most important application of the principles of statistical control of quality, by which I mean knowledge about common causes and special causes, is in the management of people.
Beware of common sense.
[After telling about the inspector who intentionally changed figures to save the jobs of 300 people] Wherever there is fear, there will be wrong figures.
