Japan after WW2

Japan after WW2

1. Deming's system of profound knowledge

   • The prevailing style of management must undergo transformation. The transformation requires a view from outside.
     • 1. Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers of goods and services.
       • 2. Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements.
         • 3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known.
           • 4. Knowledge of psychology: concepts of human nature.

2. Seven Deadly Diseases

   • 1. Lack of constancy of purpose.
     • 2. Emphasis on short-term profits
       • 3. Evaluation by performance, merit rating, or annual review of performance.
         • 4. Mobility of management
           • 5. Running a company on visible figures alone
             • 6. Excessive medical costs
               • 7. Excessive costs of warranty

3. JUSE

   • JUSE brought leaders and experts from all of Japan's major industries together to share the best practices.
     • "Revitalise Japan's economy and (eliminate) waste by improving quality"
       • Contribute to the development of culture and industry

4. The 14 points of management

   • 1. Create constancy of purpose toward improvement of product and service
     • 2. Adopt the new philosophy.
       • 3. Cease dependence on inspection to achieve quality.
         • 4. End the practice of awarding business on the basis of price tag.
           • 5. Improve constantly and forever the system of production and service
             • 6. Institute training on the job.
               • 7. Institute leadership.
                 • 8. Drive out fear.
                   • 9. Break down barriers between departments.
                     • 10. Eliminate slogans, exhortations, and targets for the work
                       • 11. Remove barriers that rob the hourly worker of his right to pride of workmanship.
                         • 12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship
                           • 13. Institute a vigorous program of education and self-improvement
                             • 14. Put everybody in the company to work to accomplish the transformation.

5. P-D-C-A

   • Plan-Do-Check-Act "Corruption"
     • Deductive and inductive learning built into the learning and improvement cycle.
       • PDSA: Plan-Do-Study-Act

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