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Deming\'s 2nd point
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, learn their responsibilities, and take on leadership for change.
"Adopt the new philosophy.”: put your self into continuous improvement phase. Does this mean that does not rely or believe that into current phase? Look for the better.
"Western management must awaken to the challenge, learn their responsibilities, and take on leadership for change.”: Consider Quality as a challenge. For the top management message is: change your self so that people under you will follow change. you can not rely on the workers for complete change. If you tell worker to do change, he does it but if management does not appreciate it or neglect it for the next time the worker will not go for change. So ultimately to get positive change complete company needs change, which is very difficult and needs a very good attitude, understanding of responsibility and needs.
Re: Deming\'s 2nd point
<BLOCKQUOTE><font size="1" face="Verdana, Arial, Helvetica">quote:</font><HR>Originally posted by AmitK:
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, learn their responsibilities, and take on leadership for change.<HR></BLOCKQUOTE>
I am not sure if you were looking for other opinions, but I will throw mine in anyway.
Point 2 really extends Point 1 if you look at them both together. The "constancy of purpose" of Point 1 is a driving and motivating factor behind the quality philosophy. Remember that Deming always talked about quality information and the "new philosophy" he is talking about is quality information - and that is a direct result of things like leadership, management, and business processes - not technology. And the quality information he related is that which is geared to customer satisfaction. Point 2 essentially means a transformation of management to handle a new economy with better and faster competition. Management, in Deming's view, had to dismantle the organizational structures that had created barriers to quality in the past and, more importantly, had caused inefficiency in performing business processes that lead to quality results. The idea here is to look at quality as a new sort of philosophy - one that is based on a need for continually satisfying the customer. This could only be done, according to Deming, with business transformation.
The point Deming really wanted to make is that quality is no longer an option. It is a must. Customers now have new expectations based on the availability of competition. That must be answered to via a transformation in the business itself in order to reorient the business towards the customer and not internally-focused concerns as had previously been the case. In relation to the United States, Deming had pointed out that because the American industry was doing so well in the late 1940s and through the 1950s, it was not initially realized that there was a problem with overall quality. The thought was that everything was okay because, after all, the customer kept coming back, when in reality there was really no competition due to the post-war condition of other nations. That competition changed at the time Deming was making his points and that change required a change in the organization. The problem was that so many organizations had worked in their previous ways for so long that the only way to adopt a quality philosophy was to change the organization.
Adopting this new philosophy means not just saying that one believes in the vision and paying lip-service to it while creating massive Quality Manuals (a la ISO) or creating little slogans for the company. Rather it means that you act on the tenets of a reliable quality information initiative and that you change behavior within the organization in order to make that initiative happen.
Point 1 and Point 2 are really two sides of the same coin.