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

“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 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

These pages are attention directing tools for navigating a world moving toward unimagined futures.

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 figure out a coping plan for 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 starting point

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