• 3) Answer the questions:

a) Why is it possible that workers will communicate the information about the system to management?

b) How soon will the goal to quality achievement be reached?

c) Under what circumstances will management and workers be one team with a strengthened commitment to the quality reaching goal?

4.16.9 The fourteen points

• 1) Read the text and answer the questions:

a) What is important to the successful implementation of Dr. Deming’s philosophy?

b) What is the value of the “14 points”?

c) What will the acceptance and understanding of the “14 points” lead to?

d) Can the “14 points”, taken separately, create improvement?

e) What use of the “14 points” will transform the organization?

f) Are any of the “14 points” practiced in your organization?

Dr. Deming’s methods incorporate the use of statistical tools and a monumental change in the corporate culture. Both are important to the successful implementation of his philosophy. Dr. Deming has outlined his methods for achieving quality and productivity in his “14 points for management.” The “14 points” together provide a framework for action and give management the basis on which to formulate a plan in the absence of experience with a particular issue.

The acceptance and understanding of the “14 points” will lead to a commitment by management to change its thinking and behavior. To understand the “14 points” they must be viewed in the context of the new perspective rather than from the current viewpoint of American management. Many points are not intuitively obvious, and they appear radical to some. Although the points are presented separately and can create improvement individually, it is the synergistic implementation of all of the points that will transform an organization. Here are “the 14 points”:

1)developing the organization’s goals and philosophy,

2)understanding the philosophy of never-ending improvement,

3)replacing mass inspection with never-ending improvement,

4)changing the philosophy of purchasing,

5)improving the system,

6)instituting modern training methods,

7)supervising never-ending improvement,

8)driving out fear,

9)breaking down organizational barriers,

10)replacing numerical goals, posters, and slogans with never-ending improvement,

11)replacing management by numbers with never-ending improvement,

12)promoting pride of workmanship,

13)educating and retraining everyone,

14)structuring for never-ending improvement.

• 2) Translate “the 14 points” into Russian in writing.

4.16.10 How to select the right statistician

• 1) Before reading the text answer the suggested questions:

a) What does a statistician do?

b)Does your organization have a position of a statistician?

c) What are his/her qualifications?

d) What is the role of a statistician in your organization?

e) What are the qualities of his/her personality?

• 2) Look through the text and say what each paragraph is about.

(1) The word “statistician” creates an image for most people. They picture someone carrying a slide rule, calculator, or computer, spouting off formulas in an attempt to explain things that are incomprehensible to a normal person. Statistics scares many people. It is a subject that is clouded by people’s anxieties about math, in general, and is greeted with fear and loathing. Overcoming this negative association is difficult but very important if the Deming philosophy is to transform an organization. Statistics is applied in more fields than any other technical discipline, so the role of the statistician takes on a broad perspective. The statistician’s task is to assist others to solve their problems.

(2) There are three types of statisticians: mathematical, theoretical, and practical. Mathematical statisticians focus on advancing statistical theory, working generally in mathematics departments of universities or “think tanks.” Theoretical statisticians use statistical theory to understand the assumptions and limitations of the methods they apply in practice. They are found in industry, demography, biology, methodological research, etc. Practical statisticians use statistical methods without understanding their underlying assumptions and limitations. To implement the Deming philosophy, an organization needs a theoretical statistician who understands the philosophy and can assist top management in putting it into action.

(3) Selecting the right statistician to guide your organization is vital to the transformation process. The American Statistical Association has developed a list of the characteristics of an effective industrial statistician that can help you in your search for a statistician. This individual:

• is trained in the theory and practice of statistics,

• can effectively solve problems,

• has good oral and written communication skills,

• works within the constraints of the real world,

• understands the statistical literature,

• understands the realities of statistical practice,

• has a pleasant personality and is able to work with others,

• gets highly involved in the solution of company problems,

• is able to extend and develop statistical methodology,

• adapts quickly to new problems and challenges, and

• produces high-quality work in a timely fashion.

(4) In addition, the statistician should be a motivated person with a high energy level. He or she should be someone who can relate well to people at all levels of the organization. The statistician should be able to work on several problems simultaneously and perform well under pressure. The statistician should be confident, outgoing, optimistic, enthusiastic, tactful, organized, creative, inquiring, resourceful, skeptical, and willing to listen.

(5) A statistician who is going to guide an organization in the implementation of the Deming philosophy must also have a good understanding of human behavior, group dynamics, organizational behavior, and the process of change. This is necessary because much of the initial work is behavioral and requires environmental change that may take several years before the organization is ready for the statistical work. If the statistician does not come with this background, he or she can be trained within the organization, through outside courses, or by working with an organizational development specialist in the company.

(6) Statisticians should be able to communicate well with top management, union officials, vendors, customers, Board members, etc. Statisticians must act in a professional manner that encourages confidence in their ability to lead the pursuit of never-ending improvement of quality. They should follow the Code of Ethics for Statisticians. They should be respected by everyone in the organization and should be trusted to follow tasks through to their completion. Sincerity, honesty, and empathy regarding the problems that inhibit the transformation process are also required. Statisticians must have patience to allow for the proper timing of implementation. Even though they may want to put statistical methods into play, waiting for the atmosphere to be ready is crucial.