Spc at the Esquire Club Paperback – November 11, 1992
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About the Author
- Publisher : SPC PRESS (Statistical Process Control) (November 11, 1992)
- Language : English
- Paperback : 65 pages
- ISBN-10 : 0945320302
- ISBN-13 : 978-0945320302
- Item Weight : 7.2 ounces
- Dimensions : 7.25 x 0.25 x 9.5 inches
- Best Sellers Rank: #2,280,904 in Books (See Top 100 in Books)
- Customer Reviews:
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The OTHER topic is how thorough and insightful the Japanese truly are: in a nightclub, the wait-staff (waitresses), bartenders and manager get together to discuss the club's business performance, decide it isn't good enough/profitable enough and develop an SPC-monitored approach to improving each of the club's primary business functions from food to bar. I'm tempted to say "only the Japanese" would take such pains to work with their management AND have the management be so inclusive of their staff. It's hard to believe that with their insights and dedication they aren't (as a country) in a MUCH better financial situation. It's hard to believe they aren't beating our tails ... and everyone else's tails off.
Now for the bad stuff.
The book is thin enough, but the content is ridiculously sparse. Chapter 1 is comprised of 13 lines of big type. Chapter 2 is even shorter. And most pages are duplicated, with the image of an original document in Japanese on the left-hand page and its translation in English on the right-hand page.
Not a single control chart appears on the whole book. That is totally unexpected in a book on SPC by Donald Wheeler. The method used in the project was: measure the size of the problem; brainstorm possible causes; try to fix the causes; measure again to see if it worked. Maybe the intent was to show that the use of Deming's PDSA Cycle is more important than the tools employed, or to show that the best method is the simplest one that works, but I was still disappointed. The product description led me to believe that the book would show how even relatively unskilled workers can benefit from the use of control charts.
But what really annoyed me is that the project described in the book went against Deming's 10th point (Deming, who was Wheeler's mentor, prescribed 14 Points as the foundation for better management): "Eliminate slogans, exhortations and numerical targets such as 'zero deffects' or new productivity levels". From page 33 of the book: "We established our goal to be the reduction of loss by 50%". This ignores the fact that they had no statistical reason to believe that this goal was achievable, or maybe even too timid.
My recommendation: ignore this book and read Wheeler's Understanding Variation: The Key to Managing Chaos instead. Now THAT is a book that packs a lot of punch per page, thoroughly explains the rationale behind Wheeler's method in an easy-to-understand but not dumbed-down way, and makes you want to go out and improve things.