Relating from the minds of the workers

Relating to all the 14 points,what do we exactly learn from this red bead experiment is that it’s the system and not the workers that impact the working and quality of an organisation.Since top management owns the system and quality is the outcome of the system, quality must definitely start with the management.Constancy should be created for the purpose of improving product and service.Numerical goals and production standards can be meaningless if the system is flawed.By using rewards and punishments, management tampers with a stable system.94% of the problems come from the system and not the employees working.Most efforts and improvements are aimed at the workers. The system developed by the top management of any organization has far greater impact on the success or failure of that organization than the best efforts of the workers.The quality therefore of lack thereof of any product is really the direct result of the decisions taken by the top managers.With rewards or punishments, it has no real effect on the productions which implies that extensive motivation is not that effective.A process can be stable and in control and be producing the effective items 100% of the time, we must improve the process to produce the product meeting certain specifications. The workers carry out rigid and precise procedures in an effort to produce a desired quality where they had no chance to offer suggestions for process improvement. The entire work force must be engaged in the production improvement process in order to help ged rid of the red beads.Drive out fear from the minds of the workers which eventually helps in improving quality and service, thus creating a friendly environment to work in.Slogans and posters are useless to the willing workers if the organization did not set up the system correctly.If the managers want the workers to work correctly, they need employee specialists to ask questions and then design improvements to the system to remove the problems.Workers have very important role in assisting the managers improve.People are not always the dominant source of variability.This relates to point 4 in 14 points of philosophy contributed by Dr. Deming.The differences between the performance of the workers comes from the system itself and finally we can use the statistics to create what’s called the control chart to look for problem areas but more importantly we can use statistics to predict future performance.There comes a question as how people with paychecks and recommendations are able to sustain in an environment similar to red bead experiment? Willing workers then try to the job even when they know they cannot.Doing your best dosen’t matter unless you know what to do why you are doing it and how to do it. These control limits tell you the variation of the system. Relating to number 4 in 14 points, stop doing business in price tag alone and choose a supplier and work with that supplier to improve the material but while that’s going on never outlook the obvious selling measures for red beads.If you can find a customer for white beads, may be you can find a customer for red.You dont know until you look and the management has to do the looking, the worker cant.Because management was blaming the willing workers instead of improving the system and because it was rating the workers, management made yet one more bad decision.The management decided instead of closing the place dowm, the costs were overunning revenues. Relating to the last point, instead the management could keep the place with best workers.To accomplish the transformation, they need to work at final cause of the failure, might be the transportation loopholes, operation in distribution centres. The output is eventually governed by the system and not the willing workers.

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