Transcript Red Bead Redux by Jim Manley and Jerry Browne

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Dr. W Edwards Deming
JOB POSTINGS
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1 Industrial Engineer/C.I. Coordinator. Train workers,
enforce procedures, report compliance to
management
4 Willing Workers. Must be willing to put forth best
efforts. continuation of job is dependent on
performance. Educational requirements minimal.
Experience in pouring beads is not necessary.
2 Inspectors. Must be able to distinguish red from
white, able to count to 25. Experience not necessary.
1 Inspector General. Same qualifications as Inspectors
and have a loud voice.
1 Analyst. Must write legibly, good in basic math be
sharp
Procedure WBD-HT81-C: White Bead Generation.
1.Required
Tools: Paddle, for retrieval of beads.
2.Required
Materials: Container with beads.
Process Steps
1.Ensure
paddle holes are empty of all beads.
2.Grasp the paddle by the handle. Ensure that the holes are
orientated facing upwards.
3.Slide the paddle down into the beads until paddle is covered
with beads. Pick up paddle to 4 inches above the bead level.
4.Tilt paddle at a 47 degree angle to release excess beads.
5.Withdraw paddle, ensuring that one bead is in each hole.
6.Present to Quality Control for count of beads produced.
7.Empty paddle back into bead container.
Do it Right
the
First Time!
Take Pride
in Your
Work!
Procedure
Compliance
Is Mandatory.
The Goal is
The Goal is
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Rewarding or punishing the Willing Workers
had no effect on the outcome. Extrinsic
motivation is not effective.
People are not always the dominant source
of variability.
Slogans, Exhortations and Posters Are At
Best Useless To The Willing Worker.
People want to do a good job
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Numerical goals and production standards can be
meaningless. The number of red beads produced
is determined by the process, not by the standard.
We can use statistics to create a quality control
chart and look for problem areas and to predict
future performance.
A faulty item is not a signal of "special" causes. A
process can be stable, in-control and be producing
100 percent defective items. "Defects" are defined
by specification, not by process.
25
Red Bead Control Chart
20
15
10
5
0
1
2
24601
3
24602
24603
4
24604
5
Mean
LCL
6
UCL
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Mean- Also called the average, a measurement of a
center point in a data set.
Standard Deviation – A measurement of variation.
Specifically a measure of how a set of data values
fluctuate around the mean.
Upper/lower control limits – The highest/lowest
value that can be expected to occur for a particular
data set. 99.7300% of all results will fall between
the upper and lower control limits.
3X Standard Deviation ± Mean
24601
Day 1
Day 2
Day 3
Day 4
9
20
8
8
9
12
9
8
Day 5
10
Day 5.5
12
Total
Average
45
11.3
60
10.0
24602
24603
24604
Mean
LCL
UCL
3.2 Std Dev
9.5 3 Std Dev
16
9
12
11
13
9
6
11
13
11
10.8
10.8
10.8
10.8
10.8
10.8
1.3
1.3
1.3
1.3
1.3
1.3
20.3
20.3
20.3
20.3
20.3
20.3
48
12.0
63
10.5
10.8 Mean
Excel Formulas
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MEAN Formula: =AVERAGE($B$2:$G$5)
3X Standard Deviation Formula:
=3*STDEV($B$2:$G$5)
UCL Formula: =$mean $cell+$3x std $dev cell
LCL Formula: =$mean $cell-$3x std $dev cell
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It’s the system, not the workers alone that
determine results
Rigid and precise procedures are not
sufficient to produce the desired quality.
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If you want to improve performance, you must
work on the system.
Quality is made at the top. Quality is an outcome
of the system. Top management owns the system.
Keeping the place open with only the "best"
workers was acting on "superstitious" knowledge
Management was "tampering" with the system by
rewarding and punishing the Willing Workers.
Management never looked in the box/Gemba
Thoughts from a Willing Worker named Ann. A Willing
Worker named Ann, after the experiment on the Red Beads
came to a close, expressed to Dr. Deming some provocative
thoughts. She wrote her thoughts down in the following
letter:
“When I was a Willing Worker on the Red Beads, I learned
more than statistical theory. I knew that the system would
not allow me to meet the goal, but I still felt that I could. I
wished to. I tried so hard. I felt responsibility: others
depended on me. My logic and emotions conflicted, and I
was frustrated. Logic said there was no way to succeed.
Emotion said that I could by trying. After it was over, I
thought about my own work situation. How often are people
in a situation that they can not govern, but wish to do their
best? And people do their best. And after a while, what
happens to their drive, their care, and their desire?”
The Deming System of
Profound Knowledge
1. Appreciation of a system
2. Knowledge of variation
3. Theory of knowledge:
4. Knowledge of psychology
Once the individual understands the system of profound knowledge, he will apply
its principles in every kind of relationship with other people. He will have a basis for
judgment of his own decisions and for transformation of the organizations that he
belongs to. The individual, once transformed, will:
• Set an example
• Be a good listener, but will not compromise
• Continually teach other people
• Help people to pull away from their current practices and beliefs and
move into the new philosophy without a feeling of guilt about the past."
Team Roles
Ball dropper – Places ball in funnel
Calibration Technician – Puts blue dot on drop location,
measures distance from target in mm, reports results to analyst
Quality Analyst – Enters drop distance into spreadsheet
Targeting Specialist – Ensures funnel is located directly over
target