Seven deadly sins according to DemingWord文档下载推荐.docx

Seven deadly sins according to DemingWord文档下载推荐.docx

《Seven deadly sins according to DemingWord文档下载推荐.docx》由会员分享，可在线阅读，更多相关《Seven deadly sins according to DemingWord文档下载推荐.docx（6页珍藏版）》请在冰点文库上搜索。

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?

swrongwiththat?

Confidenceasamanageriscrucialasp