Fourth Generation Management: The New Business Conciousness
by Brian Joiner
This book appears often in the Deming circles and has been described as the best synthesis of Deming’s philosophy. I’d call it a good nuts and bolts book for those wanting to implement Deming’s principles in their organization. One of the reasons I got it was to better understand variation. This is the area of Deming’s message where I still struggle. Joiner’s explanation helped.
- One of the problems I’ve had with variation is that whenever I plot data, the level of variation is unacceptable or the results aren’t within the limits I want. He explained this is a common reaction. Glad it wasn’t just me.
- He explained the strategies on how to deal with special and common causes. I’ll have to review these. He had some examples to see if the reader understood the differences and I kept getting them wrong.
- He explained how to identify common causes and special causes without using a graph. This is something I’ve been trying to do in my own work now. Some things are difficult or can’t be graphed.
- His story of the non-profit organization that had to work really hard and use brute force during its first year of existence but refined itself every year instead of continuing to rely on brute force really struck home. He explained some organizations never learn this lesson. Some just keep doing the same thing over and over because they like the adrenaline rush. I’d also might add that they believe this is what it takes to be successful. It reminds me of my last organization.
- He said three system-wide measures that seemed to help organizations was overall customer satisfaction, total cycle time, and first pass quality. I had started to draw this same conclusion and this reinforced my belief. I’ll be using these to measure my own projects.
- He lost me a little bit when he started talking about the importance of standardization. He may have hit the nail on the head when he said that many view implementing standards as adding red tape, stifling creativity, and made work boring. That’s certainly been my attitude. Agile teaches the importance of individuals and interactions over processes. He says its important to strike a balance with standardization. They must be used judiciously and be treated as living and breathing—i.e. always evolving. And no, they shouldn’t be stifling creativity and increasing complexity. In the end, I think he convinced me.
- I liked the stories he used from real life situations. However, he never is specific about who the company is and I couldn’t help wondering sometimes if these were made up or real organizations. I think they are real, he just wasn’t specific so as to protect the innocent.
This is a good book and I’ll be recommending it to others. Its one I know I will have to revisit from time to time because it has a lot of depth. Buy it here.