seen by Deming Deming and 7 deadly diseases of management, feedback control
Monday, March 8, 2010
Easiest State To Be An Engineer
Gil Gregorio García
addition to the 14 principles known Dr. Deming told us a number of disease management and some obstacles to the growth of companies or organizations:
1 .- Lack of constancy of purpose:
Management constantly changing direction: today is the ISO 9000, Reengineering hours before Total Quality. He spends a few other methodologies, thus sending mixed signals staff. projects are abandoned, by agreeing with the "latest fashions, but do not notice the constancy of purpose to continually improve processes and products themselves, not note the commitment. In a company that was engaged in the process of Total Quality, we asked the manager, that was how we with implementation, the response was: "worst impossible, if you are who you ask us that." In fact today the same ISO requires that from the quality policy is established from the continuous improvement stressing the importance of the involvement of the Address, finally had to be made compulsory in order to understand its importance.
2 .- Emphasis on short-term profits:
is difficult for an address, which happens every day of the month to review the numbers, trying to guess by what of the losses realized, achieving transformation is so concerned about today, which is difficult to see tomorrow and less after tomorrow. We remember a sad experience when a manager wanted to buy a raw material of dubious origin but at a very low cost. The earnings for the period depended on that purchase, and utilities renewing its contract . In these businesses, the company does not change, you change the manager. But what happens when the manager is the owner?. In such cases, companies are sold, merge, and disappear.
3 .- Performance Evaluation, classification based on merit:
The custom of passing the blame on the lower level of the poor performance, was enthroned makes performance evaluation in order to identify the culprit. It has forgotten what Ishikawa said that 85% of problems are the responsibility of management. Use assessments to spare a few euros to the increase in compensation of employees, is not well seen, when despite all his efforts can not achieve the results, what happens when management is disconnected from the processes. We have found that some companies have made excellent strategic tool Balanced Score Card in a poor tool for assessing performance, it is not wanting to see where is the harm. Some effort is being made to change the approach to the famous "360 ° assessment although we recommend the last chapter Mary Walton," How to dispense with performance assessments Deming method.
4 .- Mobility Management:
The excessive emphasis on short-term profits and manage based on visible figures, makes the manager is moving constantly from one to other company. Boat is better to change while there is profit, no one hires someone who has worked in a company that closed, you'd better check out. Others seek a better position in a new company. Managers who knew two or three years ago are gone, come new leaders with new ideas, abandoning the constancy of purpose to improve the products and services.
5 .- Running a company based solely on visible figures:
What Dr. Deming told us, more than 30 years ago today we are repeating Prahalad Kaplan and many others, visible figures shows financial accounting does not reflect the value of a company. Not accounted for customer loyalty, high product quality, market share, knowledge of employees, management capacity, which is now known as intangible assets . When a manager manages only with visible figures, soon runs out of numbers, or company to manage.
6 .- excessive medical costs:
When companies began to note that the new powers of the social security employees were absent with the excuse of going to insurance, they changed the concept to company doctor, to prevent them from leaving the facility. In recruitment advertisements staff presented this as a victory. The absence and disability are shown in more than a possible negligence of the worker, is that there are companies where work is a nuisance, since it values \u200b\u200bthe human value (so-called resource). The worker must support "touch" of care by poorly designed processes, for lack of leadership, lack of motivation, lack of planning, lack of vision of its leaders, and lack of capacity to make the company the best place to work. Dr. Deming said that this was only for U.S. industry but also a reality in our English and Latin American companies.
7 .- Excessive costs of warranty:
There are complaints audible and inaudible, the first likely to become claims that must be addressed and many of them to enforce the security promised. But much more dangerous if customers do not complain, but stop buying and tells his acquaintances causing a multiplier effect. Some argue, "This is the best thing we can do, period, take it or leave it" and with this as we endure the flood of foreign products and compete in international markets , we are even willing to sign treaties free trade. Competitiveness is not in laws, infrastructure, industrial restructuring, reciprocity, funding, but the quality of products and services offered. If we understood the concept of "chain reaction" another legacy of Dr. Deming, everything would be very different.
CDN 2010
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