The Deming’s Dimension (by Henry R. Neave)

• The Deming’s Dimension (by Henry R. Neave)
  • Painting the backcloth
    • Introduction
    • Deming’s view of recent industrial history
    • A brief biography
    • The fourteen points and diseases and the obstacles
    • Variation and the control of processes
  • Some fundamentals
    • The funnel experiment
    • The experiment on red beads
    • Operational definitions
    • Processes and systems
    • The Deming cycle
    • Failures with figures
    • Is conformance to specifications good enough? The Taguchi loss function
    • The Taguchi loss function—some detailed study
  • The new climate
    • Joy and work
    • Innovation and not just improvement
    • Cooperation: Win-win backbone of the new philosophy
  • Foundations and knowledge
    • Theory and the search for examples
    • Quality and best efforts
    • A system of profound knowledge
  • The fourteen points revisited
    • Point 1: Constancy of purpose
    • Point 2: The new philosophy
    • Point 3: Cease dependence on mass inspection
    • Point 4: End lowest tender contracts
    • Point 5: Improve every process
    • Point 6: Institute training on the job
    • Point 7: Institute leadership
    • Point 8: Drive out fear
    • Point 9: Break down barriers
    • Point 10: Eliminate exortations
    • Point 11: Eliminate arbitrary numerical targets
    • Point 12: Permit pride of workmanship
    • Point 13: Encourage education
    • Point 14: Top management commitment and action

#tgd

“The greatest danger

in times of turbulence

is not turbulence;

it is to act

with yesterday’s logic”.

— Peter Drucker

The shift from manual workers
who do as they are being told —
either by the task or by the boss —

TO knowledge workers

who have to

manage themselves ↓

profoundly challenges social structure …

“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …



“It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …



… “Managing Oneself is based on the very opposite realities:


Workers are likely to outlive organizations
(and therefore, employers can’t be depended on for designing your life),

and the knowledge worker has mobility.” ← in a context

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

What’s the next effective action on the road ahead

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise.

A site exploration: The memo THEY don't want you to see

What needs doing?

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#rlaexp.com = rla + exp = real life adventures + exploration or explored

exploration leads to explored

Examples ↑ can be found through web searches, Wikipedia,
Pinterest and the daily news

Knowledge Worker tools on Pinterest

Some ecological and time awareness ↓ → Ken Burns films

Larger view thinking canvas

The Über Mentor

The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy

A Year with Peter Drucker:
52 Weeks of Coaching
for Leadership Effectiveness

Larger view thinking canvas

#mlp ↓ #z99

My launching pad

(fully responsible officer,
knowledge-worker, professional contributor
and executive)

Discontinued Operations

Worldview