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Last modified
1/26/2010 12:28:06 PM
Creation date
10/11/2006 9:58:17 PM
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Water Supply Protection
File Number
7630.125
Description
Wild and Scenic - Colorado Wilderness Act - 1991
State
CO
Basin
Statewide
Date
12/1/1991
Author
Co Dept of Personnel
Title
Leaders Digest - Volume 3 Number 1 - Winter 1991
Water Supply Pro - Doc Type
Publication
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<br />Books IDeming <br /> <br />The basis for their techniques <br />is found in the Deming method. <br />Deming's ideas now are so <br />popular that some seem com- <br />monplace. <br /> <br />He stresses the importance <br />of assessing customer needs <br />and exceeding their expecta- <br />tions (". . .more than just happy, <br />they should boast about your <br />products"). <br /> <br />He emphasizes quality by <br />constantly seeking to make <br />things better and using statisti- <br />cal process control. He points <br />up the importance of using flow <br />diagrams to analyze work <br />processes, and he discusses <br />several analytical methods to <br />provide and display data to <br />identify how and where im- <br />provements might occur. <br />Quality, he says, ". . .must be- <br />come the new religion." <br />None of this is beyond public <br />and private organizations in <br />America. But many still use out- <br />dated practices and don't make <br />improvements, either because <br />they don't understand how to <br />implement Deming's methods <br />or because ". . .they lack the <br />determination to do it." As a <br />result. Deming's assessment in <br />1985 was that the U.S. had <br />made ". . .great advancement <br />in spots," but many other or- <br />ganizations remained ". . .in the <br />dark ages." <br /> <br />Success is dependent on fol- <br />lowing Deming's 14 points of <br />implementation: failure is as- <br />sured when committing one of <br />the seven deadly sins. (See ac- <br />companying list.) <br /> <br />Even if one doesn't subscribe <br />to all of the Deming message, <br /> <br />002827 <br /> <br />many points deserve close at- <br />tention by state managers. <br />Here are a few that struck me: <br />. Lack of leadership is usual- <br />ly the reason for poor in- <br />dividual performance. "Most <br />'goofing off' - somebody <br />seems to be lazy, doesn't <br />seem to care - (means the <br />person) is almost always in <br />the wrong job or has very <br />poor management." <br />. Working harder is usually <br />not the answer to improving <br />an organization's produc- <br />tivity. Deming feels that or- <br />ganizational ineffectiveness <br />is usually due to poor sys- <br />tems and processes, and <br />that improvement lies in <br />these areas and not with im- <br />proving individual motiva- <br />tion. <br /> <br />. Performance evaluations <br />can be counterproductive, <br />according to Deming. <br />Deming says they typically <br />contribute to "management <br />by fear." He indicts them be- <br />cause they encourage short- <br />term performance at the <br />expense of long-term <br />perspectives, discourage <br />risk taking, build fear, under- <br />mine teamwork and pit <br />people against each other. <br />Evaluations, he says, ". . <br />.Ieave people despondent <br />(and they are) unfit for <br />weeks afterthe rating, un- <br />able to comprehend why <br />they are inferior." Actual dif- <br />ferences in performance <br />are often systems depend- <br />ent, and have little to do <br />with differences in in- <br />dividual ability or motiva- <br />tion. Moreover, ratings are <br /> <br />too often inappropriate be- <br />cause supervisors evaluate <br />what's easy to measure <br />(e.g., quantity) and ignore <br />what's important but more <br />difficult to assess (e.g., <br />quality). <br />. Managers in the U.S. are <br />too mobile. Deming feels <br />that long-term perspectives <br />are critical and asks, "how <br />can managers be com- <br />mitted to long-term change <br />when they are constantly <br />building up their resumes?" <br />Walton's book is easy to read <br />and includes personal informa- <br />tion about Deming of special in- <br />terest to those in ou r region (he <br />grew up in Wyoming, taught at <br />the Colorado School of Mines <br />and attended the University of <br />Colorado). Judging by the num- <br />ber of copies I've seen in <br />employee bookcases, I'd guess <br />it's the most popular book on <br />Deming around. <br /> <br />Deming's 14 points, in brief: <br />1. Create constancy of <br />purpose for improvement of <br />product and service. <br /> <br />2. Adopt the new philosophy. <br />3. Cease dependence on mass <br />inspection. <br /> <br />4. End the practice of awarding <br />business on price tag alone. <br />5. Improve constantly and <br />forever the system of produc- <br />tion and service. <br /> <br />6. Institute training. <br />7. Institute leadership. <br />8. Drive out fear. <br /> <br />9. Break down barriers be- <br />tween staff areas. <br /> <br />Leaders' Digest <br /> <br />Winter 199t <br /> <br />Page 6 <br />
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