Seven deadly sins according to Deming.docx

Seven deadly sins according to Deming.docx

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SevendeadlysinsofmanagementaccordingtoDeming1.Lackofconstancyofpurpose

2.Emphasisonshorttermprofits（Overreactiontoshorttermvariationisharmfulto

longtermsuccess.Withsuchfocusonrelativelyunimportantshorttermresultsfocus

onconstancyofpurposeisnexttoimpossible.）3.Evaluationofperformance,meritratingorannualreview（see:

PerformanceWithout

Appraisal:

WhattodoInsteadofPerformanceAppraisalsbyPeterScholtes）.

9/14/10Tomanythiswillcomeasashock.Reward,incentive,motivationalandmeritprograms

aresincere,well-intentionedeffortstorecognizethegoodthatpeopledo.Howcouldthey

bethewrongthingtodo?

Howcouldtheybeineffectiveandevenharmful!

Toreadmore

aboutthisfromavaluableresource,withawealthofrigorousdocumentation,read

PunishedbyRewardsbyAlfieKohn.IamindebtedtoAlfieformuchofwhatIwrite

here.

What'swrongwithreward,recognition,andincentivesystems?

First,theydon'tworkTherearenocredibledatatoshowthatanylong-termbenefitresultsfrom

suchprograms.Therearedata,however,thatshowthattheydoharm.

Theyoftensetupaformofinternalcompetitioninwhichpeoplestrivetolookgoodandlook

betterthantheirfellowemployees.Sometimeslookinggoodbecomesmoreimportantthandoing

well.Peoplepassproblemsontootherselsewhereandlaterinthesystem."Don'tletthe

problemappeartohappenonmywatch."Peoplewillcircumventthesystemforpersonalgain,causinghavoctothesystem.Peoplewillstrivetolookgoodevenwhenitmayhurtthecustomers.Searsauto-service

personnel--inordertomeettheirmonthlyprofitquotas--providedunnecessaryrepairs

andreplacedperfectlygoodparts.Thecustomerspaiddearlysothattherepairshops

couldlookgood.

TherewardprogramsundermineteamworkandcooperationEmployees--orgroupsof

employees--competingforaprize（meritpay,contests,rewards,etc.）willregardeachotheras

adversaries.Theywillactasthoughtheyarenotpartofthesameorganization,workingfor

commongoals,servingthecustomerstogether.Instead,theymaytrytosubverteachothers'

efforts.

Recognitionandmeritprogramsoftenrewardthosewhoareluckyandpassbythosewhoare

unluckyFarandawaythebiggestsinglefactorthatdeterminesoutputisthesystemandits

capability.Thesystemscapabilityisindependentofthepeopledoingthework.Butnot

independentofthosewhodesignandapprovethesystem.Ifeveryoneinyourcompanydidhisorherbest,dayinanddayout,youwouldaffectonlya

negligibleproportionofyourcurrentqualityorproductivityproblems.Mostofyourproblems

arebuiltrightintothesystem.Thosewhogetrewardsarethosewhoareluckyenoughtoworkin

asystemwithfewerinherentproblems.（Themachinesworkwell,thematerialsareappropriate,

thetrainingisgood,thepoliciespromoteagoodworkenvironment,themethodsofworkare

welltestedandperfected,etc.）Thosewhodon'tgettherewardsare--

byandlarge--those

unluckyenoughtoworkindysfunctionalsystems.

MeritandrewardsystemscreatecynicsandlosersInoneMilwaukeecompany,whichhadan

annual"Employee-of-the-Year"awardceremony,Ihadanopportunitytomeetwiththeyear's

winner.Iwassurprisedtolearnthatshewasnotproudofheraward.Shewasembarrassedbyit.

Shesawthewholeceremony,withallitshooplaandpizzazz,asanoccasioninventedby

managers,sothattheycouldposeas"employee-sensitive."Shehadtworeasonsforhercynicism:

Therewereplentyofemployeeswhomshefeltdeservedrecognitionasmuchasormore

thanshedid.Shewasconvincedthatthehonorwasbestowedonherbecauseherboss

wastheCEO'sfavorite.Theselectionprocessoozedofinternalpolitics.Secondly,shesaid,"Ifweweretreatedwithrespectanddecencyonadailybasis,Iwould

notbesoskepticalofthesinceritybehindthisevent.Ononedayayear,management

honorsitsemployees.Onalltheotherdays,wearetreatedlikeobjectsofutility."

T

hegreatestmanagementconceitisthatwecan"motivate"people.Wecan't.Motivationisthere,

insidepeople.Ourpeopleweremotivatedwhenwehiredthemandeveryday,whentheycometo

work,theyarrivewiththeintentionofdoingagoodjob.Managerscannotmotivate.Theycan,

however,de-motivate.Herzbergestablishedthisover30yearsago（Herzberg,Frederick"One

MoreTime:

HowDoYouMotivateEmployees?

"HarvardBusinessReview,September-October

1987,pp.109-120.Thisisareprintwithcommentary,ofanearlierclassicpaper.）

Thegreatestmanagerialcynicismisthatworkersarewithholdingacertainamountofeffortthat

mustbebribedfromthembymeansofvariousincentives,rewards,contests,ormeritpay

programs.Mostmanagersarenotconsciousofsuchapessimisticbelief,butmanyoftheir

"motivationalprograms"areconductedasthoughthiscynicalpremiseweretrue.

Thegreatestwasteofmanagerialtimeistimespenttryingtomanipulatepeople'smindsand

infusemotivationintothem.Managers'timewouldbebetterspentdoingthefollowing:

Removethedemotivators.Askpeoplewhatgetsinthewayoftheirdoingworktheyare

proudof.Removethoseobstaclestoprideinwork.Focusonimprovingtheprocesses.Youandeveryoneinyourcompanyneedtobecome

moreawareofwhatsystemsandprocessesare,andhowtostudythem,andimprove

them.Focusoncustomers.Somethingthatprovidesalotofgratificationandsatisfactionto

employeesistoknowthatcustomersareexcitedabouttheproductsandservices.

Bringawarenessofcustomersintoyourorganizationonadailybasis.Thistakeshardworkandtrueleadership.Don'twasteanymoretimeorenergyonperpetuating

mythsandpretense.Getonwithit!

4.Mobilityoftopmanagement（toomuchturnovercausesnumerousproblems）

5.Runningacompanyonvisiblefiguresalone（manyimportantfactorsare“unknown

andunknowable.”Thisisanobviousstatementthatrunscountertowhatsome

incorrectlyclaimDemingtaught–thatyoucanonlymanagewhatyoumeasure.

Demingdidnotbelievethisandinfactsawitasadeadlydiseaseofmanagement）

6.Excessivemedicalcosts

7.Excessivelegaldamageawardsswelledbylawyersworkingoncontingencyfees

Obstaclestosuccess

Beliefthatautomationcomputersandnewmachinerywillsolveproblems

Tryingtocopyexistingsolutionswithoutunderstandingwhytheywork

“ourproblemsaredifferent”

Obsoletebusinessschoolsthatdonotteachhowtomanage

Teachingtoolswithoutaframeworkforusingthem

Relianceoninspection

RelianceonQCdepartment

Blamingworkforceforproblemswhenitisreallythesystem

Falsestartsorteachingthelatestwithoutaplanofhowtousethemortheirimpactorwhatitwilltaketo

getthere

Zerodefectsmeansnothingunlesssomeonewantstobuyit

Inadequatetestingofprototypes

Consultantsknowmorethanus（theydonot,theymayhavesomeplacesforyoutogo,buttheydonot

knowwhyyouarewhereyouare）

OutofcontrolactionplanOCAP

Actionlimits（+/-3SD）warninglimits（+/-2SD）

PhaseIandPhaseIIPhaseIuseShewhart,PhaseIIusecumulativesumandEWMA

CusumandEWMAchartsforPhaseIIchapter5section8and9forwhendetectionofsmallmovesinSD

arerequired.

Shouldyouuseattributeorvariablescharts?

?

Variablestellyouwhenyouaremovingoffofdesired,

attributesarelesslikelytodoso,itisusuallyeasiertofindwhattheproblemisfromvariablesdata

SPCisapassivestatisticalmethodforprocessmanagement,DOEandusingdistributionstomake

decisionsaboutcausalagentisproactivefindthecauseofvariation

TheSevenDeadlySinsofManagementbyLonniePacelli

Pride.Envy.Gluttony.Lust.Anger.Greed.Sloth.Youeitherrecognizetheseasthesevendeadly

sinsorasthemesforprime-timetelevision.Nonetheless,youwereprobablytaughtasachildthat

thesearebadandyoushouldn'tdothem.Forpurposesofthisarticle,doasyouweretaughtand

thinkbadwhenyoucommitthesesimilarsinsintheworkplace.

Asleaders,wearecontinuallybeingintroducedtonewtechniquesandtheories.Hammer&

Champy'sBusinessProcessRe-engineeringModel,McKinsey's7-SFramework,andKenichi

Ohmae's3C'sStrategicTriangleareallexamplesofstrategicmodelsdesignedtohelpleaders

thinkabouttheirbusinessindifferentandinnovativeways.Whatsitsontopofallofthemodels

andframeworks,though,areaseriesoffoundationalattributesthateveryleadershouldpossessif

heorsheisgoingtohavedemonstrated,sustainedsuccessasaleader.

Inmycareerasaleader,I'vebeenfortunateenoughtoexperienceabroadarrayofleadership

s

ituationswheresometimesIenjoyedfantasticsuccess,andatothertimesexperienceddismal

failure.Inlookingbackatmyfailures,manyofthemhadnothingtodowithatheory,framework,

ortechnologythatwasutilized.Thefailureshadtodowithcracksinmyownfoundational

attributeswhichleftmevulnerableasaleader.I'veboiledthesedowntosevenkeysinswhich

thisarticlewillfocusontohelpyoubecomeamoreeffectiveleader.

Sin#1-Arrogance

Everknownamanagerthatconsistentlyclaimedtoknowmorethantherestoftheteam?

How

aboutonethatwasunwillingtolistentoopposingviews?

Isn'tthisjustasignofconfidence?

What'swrongwiththat?

Confidenceasamanageriscrucialasp