Question 27
of 100
We make and implement
plans to reach our targets when those targets are outside
current capability.
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Why this question is important
This is the heart
By what method?
96 percent
of problems are caused by the systems and processes
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Avoid doing these poor practices
Targets set without a clear plan
to achieve them.
For output to be improved, individuals
must `Work harder, smarter' ie, blame the people. Statements
about `working harder'.
No training in quality tools, group
process and statistical thinking.
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Do these good practices
Plans exist for how to reach targets.
Plans are established to change/modify/improve the system
and its processes to meet targets outside of the current
capability.
Improvement indices are constructed for all key, core and
support processes.
Suggestion schemes implemented. Total visibility of all
suggestions. Each suggestion goes directly to the person
who can implement it. (A central assessment of suggestions
implies people cannot be trusted to work to the best of
the company.)
Design team is surveyed to identify level of deployment.
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Principle 4 - To improve the outcome, improve the system (Item 3)
In order to improve the outcome; improve the system and its associated
processes.
Corollary: All people work in a system: outcomes are improved
when people work on improving the system
You must make and implement plans to reach your targets when those
targets are outside current capability.
Most companies (though not the successful ones) fall into the trap
of believing that all they need to do to reach their targets is to
work harder. Working harder is not the answer. If you set a target
that is outside the capability of the system to deliver it, you will
have to change the process.
If you follow the 'work harder' thinking and do not work to change
processes to reach new outcomes, all you get is burnt out people and
failure.
We believe that this is the heart of the Business Excellence philosophy.
It is certainly where there is significant misunderstanding and the
major departure from the prevailing business thinking.
The old thinking appears to be that "if people would only work
harder, we would do better". This thinking assumes that the problem
is with the people - people are to blame. Consequently, people's performance
is appraised. But, systems and processes are not improved and targets
are set without clear plans to achieve them. We know that:
- Processes do not improve themselves.
- Processes must change to meet targets outside
capability.
- Process design determines company performance.
- You cannot improve the whole by improving
each part.
- Understanding and managing variation is
a key to process improvement.
Deming reminded us that: Everything is a system,
and we are part of it.
To a large extent, Deming summarized all of Principle 4 with his
constantly asked question "by what method"? In this apparently
simple question, he forces appreciation that if you want a different
outcome you will have to change the system. He constantly observed
(as do we) that companies continue to set targets without making any
plans to achieve them. Of his 14 Points, points 5, 7, 9, 10, 11 and
12 address Principle 4 (which highlights the central significance
of this Principle).
 Deming makes the point
that 96 percent of problems are caused by the systems and processes.
That means only four percent of problems can be attributed to individuals.
This means we must shift the focus of blame away from inadequate people.
The people are doing their best. Concentrate on fixing the systems
and processes. Peter Scholtes, author of The Team Handbook,
reminds us that an organization is an aggregate of people, working
within systems and processes to accomplish some purpose.
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