• Home
  • What Could we do Better?
  • Instituting a Management Improvement Culture in Your Organization
  • Find the Root Cause Instead of the Person to Blame
  • Good Process Improvement Practices
  • Management is Prediction
  • The Purpose of an Organization
  • Performance Without Appraisal
  • Manufacturing and the Economy
  • Practical Ways to Respect People
  • 10 stocks for 10 years
  • Deming and Toyota
  • Curious Cat Management Improvement Articles
  • John Hunter
  • Institute for Healthcare Improvement
  • Superfactory
  • Management Improvement Jobs
  • Deming on Management
  • Management and Leadership Quotes
  •    

    I am now using this blog to re-post some comments I make other blogs. For my full management blog see the Curious Cat Management Blog

    Sunday, June 05, 2005

    Dilbert and Deming

    Topic: Management Improvement

    6 June 2005 Dilbert Strip on motivational posters:

    The point of that poster is your spirit should soar like an eagle while you continue to do mundane work

    Dilbert can show the silliness that is common place in many workplaces, as just that - silly. Point 10 of Deming's 14 points called on management to eliminate slogans. Deming refined the wording as he learned: the text from the Deming Institute site now states:

    Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

    That text works well for me, but I think Dilbert provides a great service in pointing out the same idea that such slogans are silly and even harmful in a way many others find more accessible. Of course most managers don't seem to notice when Dilbert points out that a management "tool" they use lacks value - that the "emperor has no clothes" (The Emperor'’s New Suit by Hans Christian Andersen, 1837).

    0 Comments:

    Post a Comment

    << Home