English Hacking

어제 동네 도서관에 갔다가, Alan M. Webber의 Rules of Thumb이라는 책을 빌렸습니다. 동네 도서관에 가는(서점이나 중고 서점도 마찬가지지만) 재미 가운데 하나가 바로 예상하지 못한 책을 찾는 것 아닐까요? 이 책에서 인용합니다.

W. Edwards Deming is famous for his fourteen-point program that created the modern total quality movement. The one I always come back to is his eighth point: “Drive out fear, so that everyone may work effectively for the company.”
What he didn’t say is that the place to start is with you.
Anytime you approach a task with fear you are at least a double loser. First, you color the work with fear and increase the chances of failure. Confidence and composure trump fear every time. Second, you guarantee that you won’t enjoy the experience. Whether you succeed or fail, wouldn’t you like to remember the experience as one you enjoyed, not one you suffered through? (pp. 4-5)

그렇죠? 오랫동안 생각했던 건데, 이 사이트를 시작하도록 결정적으로 영향을 준게 바로 이 문장이었습니다. 실패할 수도 있고, 시간이 없을 수도 있고, 아무도 반응하지 않을 수도 있지만, 적어도 나는 이 과정을 즐겨야죠.

내친 김에 에드워드 데밍 의 14가지 핵심이 무엇인지 알아 보죠. 아래는 위키피디어에서 가져온 것입니다.

1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8 of “Out of the Crisis”). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of “Out of the Crisis”)
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
    b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
    b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. # This means, inter alia,” abolishment of the annual or merit rating and of management by objective (See Ch. 3 of “Out of the Crisis”).
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.