In 1947 W. Edwards Deming Ph.D., an American statistician was invited to help the Japanese work on their census tracts. Two years later, Dr. Deming, returned to Japan to teach a course on statistical control. His first formal course began in July 1950 with 220 engineers enrolled in the course. The Japanese industrialists were receptive to idea of improving quality because they wanted to have a larger export market. What Deming was teaching, however, went well beyond traditional statistical control courses. It involved a management philosophy.
Deming taught about problem solving and team work, concepts that were new to statistical quality control. He was even critical of some of the statistical quality control practices of his day. He taught that use of slogans to reduce production defects is counterproductive.
He thought that rewarding and punishing workers based on statistical control would be blaming the victim. He thought the focus should be on improving the process not blaming the workers. He was astute enough to know that if an idea is to survive it needs organizational champions. He insisted that statistical control staff move from factory floors to management positions. In essence, Dr. Deming took the idea of statistical control and transformed it into a method of management. In Dr. Deming's hands, a concept that was previously only an engineering tool became an over arching management style.
That first group of engineers went back and told their managers. Soon Japanese industrialists became committed to the idea of improving quality through Deming's management methods. Following his ideas, they set up organization wide units, involved all employees in improvement, organized cross functional teams to examine a problem and solve it. Gradually, the Japanese products improved. In time, Japanese products exceeded the quality of American Products. Entire industries were lost to Japan. The success of Total Quality Management in Japan and the loss of market share by the American companies awakened the American industrialists.
Since OBE and Outcome-based Religion share what appears to be a disproportionate number of similarities, one must question the origin of these principles.... The quest begins by looking into the lives of two men, Edwards Deming and Peter Drucker. Deming (now deceased) and Drucker (in his mid 90s) are enshrined as internationally renowned experts in business management and gurus of business methodology. These two individuals were among the primary players in a select group of Americans (Though Drucker is a U.S. citizen, he is actually Austrian.) who are lauded as part of the almost super-human effort that developed systems-based management philosophies that first gained public recognition in post-World War II Japan.
While this story is partially true, the reality is that Deming’s approach is primarily based on “process” and “continual process improvement”, and Drucker’s 'Management by Objective' is purely outcome-based. However, though the approach of these methodologies originate from a different source point, Drucker’s outcome-based philosophies 'back-map' into the very process principles incorporated by Deming.
"This same article states, 'TQM seeks to perfect control systems that produce and enforce uniformity within the products, parts, workers, suppliers, and the overall system of production. The problem is that a majority of this control, in line with Taylor's (1911) principles, is directed toward workers' bodies, souls, and spirits.” This aspect of the Drucker /Demming methodology seeks the same results---a paradigm shift—a change of mind from the old to the new, from the past to the future, from individualism to group dynamics, and from nationalism to globalism. ...
"...the esoteric side of this issue comes to the fore when one begins to direct management principles toward the worker’s body, soul, and spirit. This methodology crosses a threshold from the secular to the religious; and once one delves into religious arenas with humanistic methodology, the situation quickly transitions from mundane to esoteric levels.
"(In the 1950s, the American public was not exactly enthusiastic about embracing Druckerism or Demingism. As a matter of fact, the previously mentioned esoteric undercurrents were critical components in the rejection of Drucker’s methods by American industrial magnets. However, esoteric mysteries were at the core of the Eastern religions, and thus these aspects were more of an incentive than an obstacle to the Japanese mentality. ... With the success of TQM and 'Management by Objective' in the East, General motors’ opened their doors to Drucker and the implementation of his plan.
Once the first doors were opened, the floodgates opened. Today, the little manufacturing left in the United States struggles under the curse of Drucker/Demming philosophies, and these very philosophies are a major contributor to the mass exodus of American manufacturing jobs to the low cost labor pools of third world and Pacific Rim nations.)
"In reality, there exists a very logical explanation for the esoteric nature of the Drucker/Deming methodology. These individuals based their philosophies on “General Systems Theory” (GST).
Deming taught about problem solving and team work, concepts that were new to statistical quality control. He was even critical of some of the statistical quality control practices of his day. He taught that use of slogans to reduce production defects is counterproductive.
He thought that rewarding and punishing workers based on statistical control would be blaming the victim. He thought the focus should be on improving the process not blaming the workers. He was astute enough to know that if an idea is to survive it needs organizational champions. He insisted that statistical control staff move from factory floors to management positions. In essence, Dr. Deming took the idea of statistical control and transformed it into a method of management. In Dr. Deming's hands, a concept that was previously only an engineering tool became an over arching management style.
That first group of engineers went back and told their managers. Soon Japanese industrialists became committed to the idea of improving quality through Deming's management methods. Following his ideas, they set up organization wide units, involved all employees in improvement, organized cross functional teams to examine a problem and solve it. Gradually, the Japanese products improved. In time, Japanese products exceeded the quality of American Products. Entire industries were lost to Japan. The success of Total Quality Management in Japan and the loss of market share by the American companies awakened the American industrialists.
Since OBE and Outcome-based Religion share what appears to be a disproportionate number of similarities, one must question the origin of these principles.... The quest begins by looking into the lives of two men, Edwards Deming and Peter Drucker. Deming (now deceased) and Drucker (in his mid 90s) are enshrined as internationally renowned experts in business management and gurus of business methodology. These two individuals were among the primary players in a select group of Americans (Though Drucker is a U.S. citizen, he is actually Austrian.) who are lauded as part of the almost super-human effort that developed systems-based management philosophies that first gained public recognition in post-World War II Japan.
While this story is partially true, the reality is that Deming’s approach is primarily based on “process” and “continual process improvement”, and Drucker’s 'Management by Objective' is purely outcome-based. However, though the approach of these methodologies originate from a different source point, Drucker’s outcome-based philosophies 'back-map' into the very process principles incorporated by Deming.
"This same article states, 'TQM seeks to perfect control systems that produce and enforce uniformity within the products, parts, workers, suppliers, and the overall system of production. The problem is that a majority of this control, in line with Taylor's (1911) principles, is directed toward workers' bodies, souls, and spirits.” This aspect of the Drucker /Demming methodology seeks the same results---a paradigm shift—a change of mind from the old to the new, from the past to the future, from individualism to group dynamics, and from nationalism to globalism. ...
"...the esoteric side of this issue comes to the fore when one begins to direct management principles toward the worker’s body, soul, and spirit. This methodology crosses a threshold from the secular to the religious; and once one delves into religious arenas with humanistic methodology, the situation quickly transitions from mundane to esoteric levels.
"(In the 1950s, the American public was not exactly enthusiastic about embracing Druckerism or Demingism. As a matter of fact, the previously mentioned esoteric undercurrents were critical components in the rejection of Drucker’s methods by American industrial magnets. However, esoteric mysteries were at the core of the Eastern religions, and thus these aspects were more of an incentive than an obstacle to the Japanese mentality. ... With the success of TQM and 'Management by Objective' in the East, General motors’ opened their doors to Drucker and the implementation of his plan.
Once the first doors were opened, the floodgates opened. Today, the little manufacturing left in the United States struggles under the curse of Drucker/Demming philosophies, and these very philosophies are a major contributor to the mass exodus of American manufacturing jobs to the low cost labor pools of third world and Pacific Rim nations.)
"In reality, there exists a very logical explanation for the esoteric nature of the Drucker/Deming methodology. These individuals based their philosophies on “General Systems Theory” (GST).