MoSO Supporting Information System of Profound Knowledge

Transcription

1 Lead Author: Malcolm Gall Status: Draft Reviewed Moderated Peer Reviewers: Terry Rose, Alan Clark Overview The system of profound knowledge is basically the thought processes we use to help us understand the world in which we live the family to which we belong the organisation in which we work, even the team in which we work. Fundamentally it is about viewing any organisation from the outside through four lenses which often interact with one another: Main Content SoPK is a useful approach with which to view a problem and any proposed solutions. The four lenses of the system are inextricably linked. However you do not have to be an expert in any of them in order to use the system. Usually organisations need a view from outside in order to understand themselves. The system of profound knowledge can provide this. The system of Profound Knowledge can be thought of as a compound lens to view the world as depicted on the next page supplied by Alan Clark. Version 1, 12 Jan of 7 Contact Malcolm at: member@adventure.freeserve.co.uk

2 Appreciation of a System A system involving people must have an aim; otherwise it has a destiny of negative, or at best, ineffectual action, or collapse. The system is a network of interdependent components that work together to try to accomplish the aim. A human example would be a football team. Lack of appreciation of the system leads to silo thinking and sub-optimisation in its elements, to the detriment of the aim of the whole. eg. "My department has got to win" is not an attitude focussed on the customer and may lose the organisation business. The results of failing to recognise a system are often described as the law of unintended consequences. Version 1, 12 Jan of 7 Contact Malcolm at: member@adventure.freeserve.co.uk

3 The appreciation of a a system also includes an understanding of the relation between the organisation and its environment. The process diagram raises our awareness of how our involvement and our department (or our project) contributes, interacts or influences the achievement of the aims of the organisation. Knowledge of Variation Knowledge of variation allows us to predict, in some circumstances, the outcome or result of a process and series of measurements. For any process, the measures we use to monitor the acceptability of the work can be recorded / plotted on a process behaviour chart (also called a Shewhart or control chart). The charts show changes over time or batches which helps identify whether materials people methods or equipment has changed and affected the process. By analysing the data, the average results and range results can be plotted and then the upper and lower control limits can be calculated. The limits on the chart are calculated empirically from the data, and are set from economic criteria not any statistical model. This is the fingerprint or signature tune of the process, the voice of the process. points recorded outside the process (control) limits are termed special cause points recorded between the process (control) limits are termed normal causes Use of Charts Extraordinary variation comes from special causes of variation. These can be detected, as signals on a process behaviour chart, and tend to be localised in time or sequence. It is usually economically worthwhile investigating and removing them, to make the process stable and predictable. The output of a stable process shows as results between the process limits. This output can be predicted to an extent. The next individual point cannot be predicted, but the average and spread can be. The spread stays within the limits. A stable process can do no better. It is subject only to common causes of variation. This is the Voice of the System. This can be compared with what the customer wants, the Voice of the Customer, which may, or may not be expressed as a specification. Version 1, 12 Jan of 7 Contact Malcolm at: member@adventure.freeserve.co.uk

4 If a different average or smaller spread of output is required, then the process has to be subjected to improvement or innovation. This is likely to be a management responsibility. Tampering (adjusting a stable process) can increase variability. Lack of appreciation of the difference between special and common cause inevitably leads to incorrect management action. Only processes subject to common cause variation are predictable; those subject to special causes are not. Theory of Knowledge Theory is a necessary requirement for application of reasoning. It is a framework. Theory must be tested for its ability to predict and its usefulness. The PDSA cycle is a shorter, more focussed version of the applied scientific method. PDSA cycle can be used for learning, improvement or innovation, provided the system is stable during the time you go round the cycle. The job of management inevitably involves prediction. Prediction comes from theory. Without theory, examples and experience are unreliable guides. Initiatives based upon "common sense" can produce counter- intuitive and counter-productive results. Another area where confusion and damage can be reduced is by the use of Operational Definitions. Operational Definitions (which comprise a test for the concept, a criterion for passing the test and a decision whether the test has been met or not) are very useful to give communicable meaning to a concept, or even a word. This reduces variation between people who have to use the concept together. If a concept is important enough it is worth the effort involved in setting up an operational definition. An example of an operational definition would be a standard test method. If necessary, operational definitions can be improved by using devices such as the PDSA cycle. Version 1, 12 Jan of 7 Contact Malcolm at: member@adventure.freeserve.co.uk

5 Psychology Human motivation is of two types: extrinsic and intrinsic. Extrinsic motivation uses external stimuli, eg rewards and punishments, which can be material (eg money) or emotional (eg status or fear). This is found in command and control organisations. Intrinsic motivation comes from within the person. It shows itself as self-regard and a desire to learn, and leads to a pride in workmanship. Some examples of interactions.. Psychology System Variation Theory of Knowledge Failing to use the strengths and opportunities arising from the interdependence of people. Fear generates wrong figures. Ranking people without understanding natural variation. Setting performance targets without understanding the difference between average and extreme values. People learn in different ways. They acquire knowledge differently. In the absence of operational definitions people ascribe different meanings to words. Version 1, 12 Jan of 7 Contact Malcolm at: member@adventure.freeserve.co.uk

6 Theory of Knowledge System Variation Variation System The application of learning to only one component of a system. In PDSA cycles the Study phase is curtailed due to lack of appreciation of variation. Process charts on a small part of the system do not reveal the full benefits. Not recognising that wrongly timed feedback increases variability. Using a performance measurement target that assumes a single number tells you all you need to know about a system. Looking more deeply into cases will often reveal interactions between three or four of the elements of Profound Knowledge. If you want to know more This system was first presented by Dr W E Deming during , to explain the basis of what he was saying in his Four Day Seminars, looking back to his Fourteen Points for management, as deployed in Out of the Crisis. This was expounded in The New Economics. A longer account is given in The Deming Dimension (H R Neave). Frequently Asked Questions What use is a knowledge of variation? Why is the Theory of Knowledge useful? Why have appreciation for a system? What use is psychology? Why have these four been linked together? Where does SPC come in? Is Six Sigma all about Variation? What is "Lean "? What use is a knowledge of variation? Without it the numbers might mislead you it is difficult to evaluate the possible effects of chance, or to sort signal from noise. If you are studying a process, without current knowledge of variation, you will not know whether it is stable or not. Why is the Theory of Knowledge useful? Don t be put off by the terminology, which sounds very philosophical, and therefore of questionable relevance to people in the real world. Theory of Knowledge is about learning and knowing which facts are useful and reliable in a given set of circumstances. For example, the output of a stable process is predictable in the future, provided circumstances do not change. Version 1, 12 Jan of 7 Contact Malcolm at: member@adventure.freeserve.co.uk

7 Why have appreciation for a system? Because processes, operations and people are often linked and changes in one can easily affect another, often with unpredictable consequences. This applies to physical systems as well as to organisations of people. What use is psychology? This is a vast subject, so for a start just consider the motivation of people. Their motivation directs their behaviour and actions. Organisations benefit from constructive and cooperative behaviour. Why have these four been linked together? Because in real life, where people are involved, not just one, but often all four aspects can be found, if you look hard enough into a problem. Where does SPC come in? SPC stands for "Statistical Process Control". It is the state that a process is in when a "control chart" (today it more likely to be called a "Process Behaviour Chart", or a "Shewhart Chart") of a key process characteristic shows no signals indicating the presence of a special cause of variation. Achieving this state was often the first step in improvement, since it is achieved by removing unnecessary variation. Is Six Sigma all about Variation? No. It is usually a programme of improvement based upon projects which follow a methodology like the PDSA cycle. There are many different types of "Six Sigma", depending upon the provider or organisation involved. It can involve much formal statistics. One key question for potential users is whether the requirements of their customers can be expressed as conventional, independent specifications, eg. ranges of values with upper and lower limits. If so, then capability indices are extensively used. What is "Lean "? This describes an organisation that has successfully applied improvement, say by using SoPK, to reduce waste generation in the organisation's activities. Lean is about driving out all forms of waste: wasted time, wasted effort, wasted resources, wasted materials, wasted finance and so on. For example, the massive reduction of inventories (stock) in a set of processes reduces waste (money tied up in these stores) and uses the economies of flow. The adjective "lean" can also be applied to individual processes. Self Examining Questions 1. Can you measure the variability of your key processes or production? 2. Have you used clear operational definitions for the items you have measured or counted? 3. Do all your process and systems support the aims of your organsiation, or do some frustrate them? 4. Which of your processes are stable and therefore predictable? 5. What motivates your people? 6. How do you solve problems and establish improvements? Version 1, 12 Jan of 7 Contact Malcolm at: member@adventure.freeserve.co.uk