Managing Automation - January 2009 - (Page 58) robert malone NEXT The Long View robomalone@aol.com Staying the course and focusing on corporate values, vision, and leadership may be just the answer for these difficult economic times. There is a true story of a woodsman’s heroics during a terrible forest fire in the American Northwest. The fire was spreading out of control, leaping from tree to tree in response to the prevailing wind. One solitary woodsman looked about, tested the air with a wet finger, and proceeded to cut down a swath of trees with his ax. To the other firefighters, his work seemed inappropriate and ineffective, but the woodsman persisted and, in time, the wind-driven fire reached his cut-down swath and burned itself out. In extreme situations, persistent and unique actions like those of the woodsman may be appropriate. Financier Warren Buffet is like the woodsman with his suggestion that the plummeting economy is a good time to invest in stocks wisely. Read the wind, not the panic. The late W. Edwards Deming might say that, particularly in turbulent times, we must take the broad perspective and not be overwhelmed by present horrific circumstances. This means viewing manufacturing as a cyclical process of improvement and approaching it with persistence and unwavering judgments. What else would Deming advise? His 14 points, what else? These points were articulated in his book Out of Crisis, published after his death. We might note that the 14 points have become common knowledge, but sadly not common practice. The 14 points must be applied consistently and enduringly. Practicing occasionally is easy; practicing consistently for 50 years, as Toyota has done, is hard. Let me paraphrase the points. It is important on international, national, and local levels for a company to create and communicate to all employees, partners, and customers a statement of the company’s aims and purposes. For goodness’ sake, Deming is saying, tell people 2009 maonline managingautomation.com For more of Robert Malone’s views, visit: u A Grain of Sand www.managingautomation .com/next56 u Manufacturing on the Move www.managingautomation .com/next55 u The Start of Automation www.managingautomation .com/next54 Robert Malone, based in New York, is principal of Robert Malone Associates and former editor-in-chief of Managing Automation. ma 58 January Photo: Dirk Kikstra what and who you are, and what you are about. The ways of doing business have changed — indeed are constantly changing — and it is important to adapt to these new philosophies. Make it a goal to build ever more quality into a product, throughout production and maintenance through its lifecycle. End, once and for all, the practice of awarding business on the basis of price alone; instead build a long-term relationship based on loyalty and trust. This relationship should focus on constantly improving quality and productivity. Deming suggests that we support education and institute on-the-job training. This means teaching and organizing leadership to improve all job functions, regardless of rank or privilege. On the broadest level, he advocates driving out fear and creating trust. This can mean striving to reduce intra-departmental conflicts at all levels. It can also mean concentrating on systems and morale, for example, by eliminating work quotas from production and management by objectives. Avoid numerical goals and, alternatively, learn the capabilities of processes and how to improve them. Remove the barriers that rob people of pride of workmanship. Focus on self-improvement programs and include everyone in the company. Yes, we must enter manufacturing’s future with concepts such as “trust,” “loyalty,” “leadership,” and “pride of workmanship.” Take the risk of being old-hat and even corny. If these words sound dated, we are in trouble, very deep trouble. s http://www.managingautomation.com http://www.managingautomation.com/next56 http://www.managingautomation.com/next55 http://www.managingautomation.com/next54
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