By February 28, 2009 1 Comments Read More →

Dr. Deming’s Role of a People Manager

I stumbled across these notes I had taken about 8 or 9 years ago based on a video lecture from Dr. Deming:

W. Edwards Deming – The Role of a People Manager
Lecture Notes 8/13/1990

  • A manager and his people understand the meaning of a system and how the work of his group may support these aims.
  • A manager works in cooperation with preceding and following stages toward optimization of the efforts of all stages.
  • She understands that all people are different from each other and tries to create for everybody interest, challenge, and joy in work. Improvement and innovation are her aim.
  • He acts as a role model and as an unceasing learner.
  • She is a coach and counsel, not a judge.
  • He understands a stable system, including what to do about mistakes and failures of people and how to help them.
  • She has three sources of power 1) Formal 2) Knowledge 3) Personality.
  • He will study results with the aim to improve his work.
  • Another aim is to learn whom, if anybody, is outside the system, and in need of special help.
  • He creates trust. This takes time. Give your word and follow up on it.
  • She does not expect perfection.
  • He listens and learns without passing judgment.
  • She understands the benefits of cooperation and the losses from competition between people and between groups.

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Mark Graban's passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark is a consultant, author, and speaker in the "Lean healthcare" methodology. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. His most recent project is an eBook titled Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also the VP of Improvement & Innovation Services for the technology company KaiNexus.

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1 Comment on "Dr. Deming’s Role of a People Manager"

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  1. Martin Arrand says:

    “She does not expect perfection”

    Quite: that’s why we act on the system (e.g. through error-proofing) to reduce defects to zero. We don’t place undue pressure on our team members to reach unrealistic levels of personal perfection.

    I can’t help thinking some managers haven’t grasped the distinction (yet).

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