import { createDownloadButton } from "../../../assets/scripts/functions.js"
createDownloadButton([
viewof activity_10a_point1_rating, viewof activity_10a_point1,
viewof activity_10a_point2_rating, viewof activity_10a_point2,
viewof activity_10a_point3_rating, viewof activity_10a_point3,
viewof activity_10a_point4_rating, viewof activity_10a_point4,
viewof activity_10a_point5_rating, viewof activity_10a_point5,
viewof activity_10a_point6_rating, viewof activity_10a_point6,
viewof activity_10a_point7_rating, viewof activity_10a_point7,
viewof activity_10a_point8_rating, viewof activity_10a_point8,
viewof activity_10a_point9_rating, viewof activity_10a_point9,
viewof activity_10a_point10_rating, viewof activity_10a_point10,
viewof activity_10a_point11_rating, viewof activity_10a_point11,
viewof activity_10a_point12_rating, viewof activity_10a_point12,
viewof activity_10a_point13_rating, viewof activity_10a_point13,
viewof activity_10a_point14_rating, viewof activity_10a_point14,
viewof activity_10a_disease1_rating, viewof activity_10a_disease1,
viewof activity_10a_disease2_rating, viewof activity_10a_disease2,
viewof activity_10a_disease3_rating, viewof activity_10a_disease3,
viewof activity_10a_disease4_rating, viewof activity_10a_disease4,
viewof activity_10a_disease5_rating, viewof activity_10a_disease5
], "activity_10a.txt")ACTIVITY 10–a
~ 4 min reading + activities
Now it’s time to revisit the 14 Points and Deadly Diseases. In light of your understanding of “Appreciation for a System”, how important is it to adopt the Point or cure the Disease—and why? (You could refer back to DemDim Chapter 3 for fuller wordings of the Points and Diseases.) Write in brief comments if you wish, but sometimes there may be no need. As implied earlier, you are not expected to always think of something new. If something new and important does occur to you, then fine! But, in many cases, what you have written concerning the 14 Points and Deadly Diseases in the First Project may well be directly relevant here also. You can use your completed copy of the table on Day 9 page 28 to guide you on whether to look back. The relevant page numbers in the First Project are indicated throughout these Activities.
As mentioned on Day 9 page 27, in each case please put a number on a 0–5 scale in the box provided. Enter “5” if, from your understanding of “Appreciation for a System” (or whichever of the four parts you are working on), you feel it is essential to adopt the Point or cure the Disease. At the opposite extreme, you should enter “0” if you can see no connection between them. You may as well be honest—I’m not there to check up on you! Use “1”, “2”, “3” or “4” if your judgment lies between those two extremes. You might find it helpful to write a few words describing roughly what those intermediate numbers mean to you. These “ratings” of the connections as you see them will be used on our final day.
POINT 1. Create constancy of purpose. (Day 4 pages 16–17.)
POINT 2. Adopt the new philosophy. We are in a new economic age, created in Japan. (Day 4 pages 18–19.)
POINT 3. Eliminate the need for mass inspection as a way to achieve quality. (Day 4 pages 20–21.)
POINT 4. End the practice of awarding business solely on the basis of price tag. (Day 4 pages 22–23.)
POINT 5. Improve constantly and for ever the system. (Day 4 pages 24–25.)
POINT 6. Institute modern methods of training. (Day 4 pages 26–27.)
POINT 7. Adopt and institute leadership aimed at helping people to do a better job. (Day 5 pages 2–3.)
POINT 8. Encourage effective two-way communication and other means to drive out fear throughout the organisation. (Day 5 pages 4–5.)
POINT 9. Break down barriers between departments and staff areas. (Day 5 pages 6–7.)
POINT 10. Eliminate the use of slogans, posters, and exhortations. (Day 5 pages 8–9.)
POINT 11. Eliminate work standards that prescribe quotas for the workforce and numerical goals for people in management. (Day 5 pages 10–11.)
POINT 12. Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. (Day 5 pages 12–13.)
POINT 13. Institute a vigorous programme of education, and encourage self-improvement for everyone. (Day 5 pages 14–15.)
POINT 14. Clearly define top management’s permanent commitment to ever-improving quality and productivity. (Day 5 pages 16–17.)
DISEASE 1. The crippling disease is lack of constancy of purpose. (Day 5 pages 18–19.)
DISEASE 2. Short-term thinking defeats constancy of purpose. (Day 5 pages 20–21.)
DISEASE 3. The effects of performance appraisal are devastating. (Day 5 pages 22–23.)
DISEASE 4. Mobility of management causes instability. (Day 5 pages 24–25.)
DISEASE 5. One cannot be successful on visible figures alone. (Day 5 pages 26–27.)