Hopefully you"ve currently checked out the famed 1980 NBC documentary “If Japan Can, Why Can"t We?” that featured Dr. W. Edwards Deming. I posted a connect to the video and also some notes on Part 1 of the broadactors. Today, I"d prefer to blog about Part 3 of the regime.

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Coming Monday:Podcast episode #238 will be a conversation via Kevin Cahill, a grandchild of Dr. Deming.

To collection context for the times, supermarket bar code scanners were still a very brand-new innovation, as shown at the47:00 of the routine. The old fashioned cash register is “outdated” and “customers don"t desire to waste time in line” because the new technology is “much faster,” although customers“need to obtain used to it.”

At about 50:00 into the video, the auto supplier Donnelly (currently part of Magna) is featured. “The plant is organized into groups to number out much better means to execute the work and also everybody gets a share of any type of productivity profits.”

The company president hosted a monthly meeting wright here “nearly anypoint can be discussed… nobody feels left out or ignored.”

Donnelly employees lugged forwardideregarding improve productivity, yet they are reassigned instead of jobs being shed. They emphasized employee participation and also input… an employee, pictured listed below, says:

“Any sort of wild idea… carry them up! They will certainly look right into it and also if it"s feasible, they will make it work-related.”


Even GM factories are questioned as examples of companies taking input from production workers, if you deserve to believe it.

There"s one amazing idea that I"ve never before heard before… a relatively young company (at the time) in Seattle, Romac Industries (still roughly today) has manufacturing employees, choose the guy pictured listed below, individually propose that they deserve a raise and also this gets voted on by the world they occupational via. The civilization functioning in the manufacturing facility know more around you than your supervisors, one employee sassist.

One various other “go to Gemba” type information from Romac:

“Once a year, eexceptionally officer of the firm need to spfinish a day working in the shop… so no official forgets where the profits come from.”

At about 57:30 right into the video, GM"s “Quality of job-related life” or “democracy in the functioning place” strategy is featured.

“It"s human being oriented… it"s huguy.” GM learned, as Dr. Deming taught, that raised high quality leads to raised efficiency.

These GM plants had actually “Employee circles… not unchoose the Japanese top quality circles to talk around means to carry out their work much better and also make it much easier for everyone else… or even more pleasant.”

“Quality circles” are still incredibly present in Japanese providers this particular day, as I"ve blogged about.

The many impressive effort at GM was their Tarrytown plant (closed in 1996). In 1970, the plant had the worst labor relationships and manufacturing records of any type of GM assembly plant. Instead of cshedding it, they instituted the QWL program, which took the majority of patience and difficult work, as the routine points out.

In one incredibly touching scene (blogged around currently by Dan Markovitz), a production worker, pictured listed below, from GM says:

“QWL is involvement, involving me in the decision making procedure and also treating me as somebody. I wanna be somebody.”


See this 1979 HBR short article about the lessons of QWL and also Tarrytown.

As host Lloyd Dobbins states at the finish of the segment:

“No solution deserve to succeed completely unless it contains the active participation of the civilization who actually carry out the job-related, union or non-union. All people think. And nowbelow is it chiseled in stone that those in management think ideal.”

Powerful stuff. Coming soon… a blog post around Part 4 of the video, which very greatly features Dr. Deming.

Also coming soon is my podactors intercheck out with Kevin Cahill, among Dr. Deming"s grandsons that is active in the Deming Institute.

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Mark Graban is an internationally-well-known consultant, writer, and also professional speaker that has actually worked in healthcare, manufacturing, and also startups. His latest book is Measures of Success: React Less, Lead Better, Improve More. He is author of the Shingo Award-winning books Lean Hospitals and also Healthcare Kaizen, as well as The Executive Guide to Healthtreatment Kaizen. He also publimelted the anthology Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, wbelow Mark is a board member. Mark is additionally a Senior Advisor to the modern technology company KaiNexus.