ACTIVITY 10–b

~ 2 min reading + activities

Step 4: ACTIVITY 10–b

As in Activity 10–a, but now in connection with Part B: “Some Knowledge of Theory of Variation”.

Incidentally, do not be surprised if, both here and in the similar Activities on Day 11, you find yourself coming up with some of the same thoughts and arguments as in previous Activities from within this project. This is, of course, a further indication of how the four parts of the System of Profound Knowledge are strongly interrelated.

(You may find the short discussion on Appendix pages 39–40 to be helpful.)

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.)