John S. Dowd

Area of Specialty:

International Competitiveness. Using proven, time-test methods (Modified Deming Approach) to improve organizational competitiveness/effectiveness. Developing organization-wide, state/province-wide or national competitive improvement strategy.

Coordination of Educational, Governmental and Private Resources bringing each sector to bear on the development and implementation of national or regional competitive improvement program. Without each sector, national or regional programs cannot be thrive or be effective.

Methods & Tools:

Quality/Productivity Chain Reaction guarantees that as never-ending quality improvement is made the primary focus of an organization, quality will improve, productivity will improve and costs will go down. This is the so-called Japanese Secret; a competitive strategy based on continuous improvement of quality. This will allow entry into the market place with the highest quality at the lowest cost and market dominance will result. In the public sector this approach will produce the widest distribution of the most effective services at the lowest cost.

This system works like a semiconductor. The results will flow in only one direction. That is, a focus on lowering cost will not produce the same results. Competing on price alone is not enough, nor is competing on quality alone. The effective competitor is able to compete in both areas simultaneously, and the most effective way to do that is to focus on quality. This has been demonstrated repeatedly over the past half century.

Statistical Thinking includes a broad spectrum of statistical tools and techniques, but is primarily focused on a realization that variation in systems is inevitable. More importantly, the correct management course of action in any improvement situation depends on the nature of the variation encountered. The consequence of inappropriate management action is inevitably increased cost and frequently the system being acted on deteriorates further.

Moreover, management is prediction and the statistical tools most managers are taught at university(if they are taught any) are not appropriate for prediction. Deming’s distinction between Analytic and Enumerative studies is crucial and it is this distinction that lies at the reflexivity in markets that forms the basis of a new economic theory.

Scientific Thinking is related to, but goes beyond statistical thinking and includes reliance on systems of logic, operational definitions, research and experimental methodology and similar methods and processes. These play a fundamental role in the evaluation of new products, services and methodologies used in everyday organizational life. A statistical understanding of interactions in systems is critical to organizational effectiveness.

Lean Thinking is based on the principle that the most effective way to improve productivity is to eliminate unnecessary work. Typically work processes have many steps, but typically only a few add value to the product or service. Eliminating the unneeded steps cuts costs, improves quality, lowers cycle time and avoids errors.

Market Research/Analysis is needed to ensure that the type of product/service and quality level is suitable to the market. There are products that no one needs (anymore) such as slide rules, buggy whips and carburetors and their are products at quality levels (either too high or too low) that no one will buy.

An understanding of some principles of human behavior is essential as well. A theory of motivation that relies on intrinsic motivation is needed. A concept of leadership that does not classify it as a psychological attribute is critical. Understanding is needed of some basic sociological principles such as effective teamwork and the nature of acculturation.

Responsibility

All of these tools and methods must be understood and put into practice by management directly. This cannot be delegated to department heads or local authorities. To be successful it must start at the top and be practiced from there to the bottom of the organization. Those with the greatest span of control will have the highest leverage on the outcome. But daily involvement at all levels in the organization is crucial.

While new learning and system improvement must come from outside the system, an external consultant can only teach and advise. He or she cannot put change into effect or create the organizational climate necessary to determine the pace of change or its attainment. Only management can do that. Thus responsibility is shared with regard to learning, but clearly solely the provenance of management’s on matters of implementation.

Change is Needed

The prevailing beliefs and practices will need to be replaced. Change engenders disquietude and only in an environment free of fear will individuals take the risk that is embodied in this change. Only top management can create that environment. It is not enough to teach all the tools of improvement and science, it is also necessary to create an environment where they can be used. Learning new methods will inevitably lead to mistakes. A tolerance for mistakes can only be created at the top.