Like I said...end of discussion. So to those of you who may actually WANT to reduce (un-intended) wasteful spending due to inefficiency and institutional bureaucracy...you will NEVER, EVER...EVER accomplish the goal (no matter how good your intentions and concentration of effort) if you are not operating under the 14 point checklist as prescribed by Dr. Ed Deming, the Washington statistics consultant who was flown to Japan, in the 1950's, to re-build the community and economy after the war.
It worked! They took manufacturing away from the U.S., and the rest is history. Do a Google search for "W. Edwards Deming" and you will see the U.S. is the only place in the world that does not wake up every day and kiss the list of his 14 points. Zuma Dogg does, though. And you are wondering how I stole the show in the City of Los Angeles, right out from under your dummy-noses.
1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the products in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
8. Drive out fear, so that everyone may work effectively for the company.
9. 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.
10. Eliminate slogans, exhortations and targets for the work force asking for zero defects and 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 this lie beyond the power of the work force.
11. Eliminate work standards (quotas) from the factory floor. Substitute leadership. 11b. Eliminate management by objective. Eliminate management by numbers, numeric goals. Substitute leadership. (If there is one inside LA City Hall?)
12. Remove barriers that rob people in management and in engineering of their right to pride and workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective.
13. Institute a vigorous program of education and self-improvement. Point 6 deals with training regarding "the skill and knowledge necessary to do the job."
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
Zuma Dogg is an internationally published and critically acclaimed author regarding the "interpretation" of these 14 points. If anyone would like a full run-down and explanation, along with how they can actually be applied to YOUR situation, call 213-785-7272 and ask for "Zuma Dogg's $5000 for 5 Hours Special." (Otherwise, have fun continuing to waste millions as the heat continues to be turned up and you can no longer pilfer the pots like you used to, or even get your pet project off the ground.)
Dear Mr. [Zuma Dogg],
I appreciate much the attachment ("Interpreting Deming's 14 Points") that you sent. It is well done. I thank you and remain sincerely yours,
W. Edwards Deming
"I too, as I am sure you know, am a Deming fan. I think your synthesis of his work is fabulous!" - Anthony Robbins/Chairman, RRI
"I thought you did a very, very nice job taking our basic ideas and really extending them in ways that I thought are very interesting." - Al Ries/Marketing Warfare, Bottom Up Marketing, Positioning, Focus, Origin of Brands.