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DEMING CYCLE OF POINTS.
Term Paper ID:30354
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Essay Subject:
Discusses goal of continuous improvement and sharing of responsibilities between employees and employers.... More...
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4 Pages / 900 Words
4 sources, 7 Citations,
APA Format
$16.00
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Paper Abstract:
Discusses goal of continuous improvement and sharing of responsibilities between employees and employers. Team concept of the cycle first proposed in Japan. Building and creation of patnerships. Possible ethical problems in utilizing Deming's points including diversity of workforce. Changes in capitalism since the 1950s. Business as a socioeconomic institution.
Paper Introduction:
DEMING AND ETHICS IN BUSINESS
Deming’s 9th Point states: “Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.”
The Deming “cycle” of points has for its goal continuous improvement, sharing success and correcting failure with employees, and thus sharing responsibilities. First successful in Japan, Dr. Deming proposed a series of steps so that there is no single goal-setting, but a commitment by everyone to continuous improvement. When there is a goal of continuous improvement, the idea of problem solving is part and parcel of that commitment. Without the ability of a team committed to solving problems the cycle would be inoperable. Times, and the
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Thisapproach individualizes the workforce. Yet, as Dobyns (1994) also writes, "Astechnology has changed how things get done, Americans have not changed howthings get run....Because everything is a system, you cannot change onepart without changing all [parts" (p. Beyond the Bottom Line. While Deming, for one, was dead set against suchmeans of communication as slogans, exhortations and targets that ask forzero defect productivity, today's work force is more apt than ever to ask"Why?" and deserving of an answer. DEMING AND ETHICS IN BUSINESS Deming's 9th Point states: "Break down barriers between departments.People in research, design, sales, and production must work as a team, toforesee problems of production and in use that may be encountered with theproduct or service." The Deming "cycle" of points has for its goal continuous improvement,sharing success and correcting failure with employees, and thus sharingresponsibilities. "With the flood of women into the workforce, Manpower is no longerdescriptive ...money no longer describes how companies are financed, andmost of all, management cannot mean in the future what it has meant in thepast" (Dobyns, 1994, p. New York: TimesBooks Tuleja, T. And, this is the ethicaldifficulty that Deming's point(s) creates. This now involves buildingteams that are created from minorities as well as the majority of workers.By government legislation, management is no longer permitted todiscriminate, in terms of race, gender, ethnic background, or even age.Therefore, team building and the creation of partnerships that go beyondspecific company departments need to avoid any confrontational orprejudicial actions. New York: Times Books Ferrell, O.C. Without the ability of a team committed to solving problemsthe cycle would be inoperable. 9). Again, the single question "why?" cannot be answered merely bysaying "because top management says so!" The diverse workforce deserves areason for change, a reason for removing departmental barriers and having,for example, marketing and production and finance work more closelytogether, united no longer separated by departmental possessiveness. 31). "Although most people fail to think of companies andindustries as having values and ethics like people do, social scientistshave coined the term corporate culture to describe these values,traditions, legends, and systems of rewards or punishments" (Ferrell, 1991,p. Today, we arefaced with the ethics of managing diversity. References Dobyns, L. It is not merely the terminology that haschanged. First successful in Japan, Dr. Deming proposed a seriesof steps so that there is no single goal-setting, but a commitment byeveryone to continuous improvement. Ethics come into focuswhen management must make some difficult choices in eliminating thesedepartmental barriers. The Man Who Discovered Quality. 31). When there is a goal of continuousimprovement, the idea of problem solving is part and parcel of thatcommitment. In other words, to overcome problems, to create improved productsand services, it is not merely new technology that is required, but a meansof communicating with employees and to structure priorities that not onlyseparate ethics fro unethical situation, but recognize the diverse make-upof the workforce, where motivation and communication are the singleunifying factor to gain success. While Deming develops a family of workers, a team to get thingsdone, he was creating this concept in Japan where subservience was (and is)commonplace in industry - a barrier between management and worker that isnearly impenetrable. In Pursuit of Ethics: ToughChoices in the World of Work Springfield IL: Smith Collins Co. & Crawford-Mason, C. (1991). (1985). & Gardiner, G. New York: Fact on FilePublications. Inmuch the same manner, people cannot be organized, asked to change thefoundations and departmental systems they are used to without a valid andrational explanation. In otherwords, to make Deming's point #9 (and others) effective, approaches to theworkforce in eliminating barriers may have to be different, depending onwho the worker is and how well he can accept the need for change and therequirement of teamwork. As Dobyns (1994) stresses, lasers, computers and othertechnological advances can no longer be lumped under the title machines. (1994). Whereethics comes to the fore is that management must understand the make-up ofits workforce- not by grade or job description, or even by seniority, butby the standards which motivate them, or COULD motivate them. Thinking About Quality:Progress, Wisdom and the Deming Philosophy. "Business today is not simply aneconomic institution...but a socioeconomic institution..." (Tuleja, 1985,p. 31). What is ethically needed, given the tenor of the modern workforce(certainly in the U.S.) is recognition of their importance, recognition oftheir diversity which can and must be turned into a strength, rather than ahurdle. Today's workforce does noteasily approve change, without a thorough reason why such change isrequired. As Gabor(199 ) points out, Deming believed that people must continuously work atlearning and improving their performance. "To Deming'sfollowers, the belief that variation must be minimized has dictated afundamental change in management methods" (Gabo,r 199 , p. From an ethical perspective, one needs to take a closer look at howcapitalism itself (the root of American economy) has changed since Deming'stime. (199 ). Gabor, A. What may cause some ethical problems in utilizing Deming's point(s) isthat diversity in the workplace means that different people have differentapproaches to the same task, despite specific company rules. 239). Times, and the labor force, have changedsince Deming first proposed his points in Japan in the 195 s. As Deming points out, barriers need to come down in order to createthe sort of effective teamwork that gets results. However, from an ethicalviewpoint, motivating different workers (different according to minority,gender, age, or racial makeup) may require different tactics.
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