Mathematicians From The United States

"Two of my favourite current management writers are Americans – Clayton Christensen and Peter Senge. My all-time favourite gurus are Peter Drucker, who became a greatly admired friend, and W. Edwards Deming. The thing that set these people apart from many other business commentators is that they didn’t propose any all - encompassing theories, they simply told it like it is. The fact is that life cannot be summarised as a simple set of rules; it’s far too complicated for that and it’s always changing. Unfortunately, all-encompassing panaceas do seem to be popular and certainly sell books, which is why I so value the objectivity of thought that each of these people brought to the debate."

"Total Quality Management (TQM) in the Department of Defense is a strategy for continuously improving performance at every level, and in all areas of responsibility. It combines fundamental management techniques, existing improvement efforts, and specialized technical tools under a disciplined structure focused on continuously improving all processes. Improved performance is directed at satisfying such broad goals as cost, quality, schedule, and mission need and suitability. Increasing user satisfaction is the overriding objective. The TQM effort builds on the pioneering work of Dr. W. E. Deming, Dr. J. M. Juran, and others, and benefits from both private and public sector experience with continuous process improvement."

"In God we trust. All others must bring data."

"Experience by itself teaches nothing...Without theory, experience has no meaning. Without theory, one has no questions to ask. Hence without theory there is no learning."

"Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge."

"What is the variation trying to tell us about a process, about the people in the process?"

". . .the principle that where there is fear, there will be wrong figures. . . ."

"Management’s job. It is management’s job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre."

"To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge - knowledge for leadership of transformation."

"A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive, independent profit centres, and thus destroy the system. . . . The secret is cooperation between components toward the aim of the organization. We can not afford the destructive effect of competition."

"Choice of aim is clearly a matter of clarification of values, especially on the choice between possible options."

"It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone."

"What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment. (We are of course talking here about a man-made system.)"

"A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management."

"The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation."

"The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in. The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to."

"Why waste knowledge?... No company can afford to waste knowledge. Failure of management to breakdown barriers between activities... is one way to waste knowledge. People that are not working together are not contributing their best to the company. People as they work together, feeling secure in the job reinforce their knowledge and efforts. Their combined output, when they are working together, is more than the sum of their separate"

"Statistical methods had taken fire in America around 1942, following a series of ten-day intensive courses for engineers, initiated by Stanford University on a suggestion from this author. The war department also gave courses at factories of suppliers. Brilliant applications attracted much attention, but the flare of statistical methods by themselves, in an atmosphere in which management did not know their responsibilities, burned, sputtered, fizzled and died out."

"The 14 points [for quality control] apply anywhere, to small organizations as well as to large ones...:"

"Loss of market begets unemployment. Emphasis has been on short-term profit, to the undernourishment of plans that might generate new product and service that would keep the company alive and provide jobs and more jobs. It is no longer socially acceptable performance to lose market and to dump hourly workers on to the heap of unemployed."

"The aim of this book is to try to explain to top management of America that their job is to improve competitive position. One need not be an economist to understand from the papers that many American products are not competitive at home or abroad, lost to foreign invasion, causing unemployment at home. Failure of management to plan for the future and to foresee problems has nurtured waste of manpower, of materials and of machine time, all of which raise the manufacturers costs and the price the purchaser must pay. The consumer is not always willing to subsidize this waste."

"Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer..."

"We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, 'You cannot inspect quality into a product.' The quality is there or it isn't by the time it's inspected."

"The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they were taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management."

"Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service...The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow."

"Quality comes not from inspection, but from improvement of the production process."

"Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs."

"Defects are not free. Somebody makes them, and gets paid for making them."

"In Europe and in America, people are now more interested in the cost of quality and in systems of quality-audit. But in Japan, we are keeping very strong interest to improve quality by use of methods which you started....when we improve quality we also improve productivity, just as you told us in 1950 would happen."

"They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control you have a reproducible product hour after hour, day after day. And see how comforting that is to management, they now know what they can produce, they know what their costs are going to be."

"Blame the process, not the people."

"Learning is not compulsory; it's voluntary. Improvement is not compulsory; it's voluntary. But to survive, we must learn."

"The worker is not the problem. The problem is at the top! Management!"

"That's all window dressing. That's not fundamental. That's not getting at change and the transformation that must take place. Sure we have to solve problems. Certainly stamp out the fire. Stamp out the fire and get nowhere. Stamp out the fires puts us back to where we were in the first place. Taking action on the basis of results without theory of knowledge, without theory of variation, without knowledge about a system. Anything goes wrong, do something about it, overreacting; acting without knowledge, the effect is to make things worse. With the best of intentions and best efforts, managing by results is, in effect, exactly the same, as Dr. Myron Tribus put it, while driving your automobile, keeping your eye on the rear view mirror, what would happen? And that's what management by results is, keeping your eye on results."

"Uncontrolled variation is the enemy of quality."

"Without data, you're just another person with an opinion."

"Debunking bad science should be constant obligation of the science community, even if it takes time away from serious research or seems to be a losing battle. One takes comfort from the fact there is no Gresham's laws in science. In the long run, good science drives out bad."

"He was not a mathematician—he never even took a maths class after high school—yet Martin Gardner, who has died aged 95, was arguably the most influential and inspirational figure in mathematics in the second half of the last century."

"Gardner is the single brightest beacon defending rationality and good science against the mysticism and anti-intellectualism that surround us."

"He writes about various kinds of cranks with the conscious superiority of the scientist, and in most cases one can share his sense of the victory of reason. But after half a dozen chapters this non-stop superiority begins to irritate; you begin to wonder about the standards that make him so certain he is always right. He asserts that the scientist, unlike the crank, does his best to remain open-minded. So how can he be so sure that no sane person has ever seen a flying saucer, or used a dowsing rod to locate water? And that all the people he disagrees with are unbalanced fanatics? A colleague of the positivist philosopher A. J. Ayer once remarked wryly "I wish I was as certain of anything as he seems to be about everything". Martin Gardner produces the same feeling."

"His "Mathematical Games" column in Scientific American is one of the few bridges over C. P. Snow's famous "gulf of mutual incomprehension" that lies between technical and literary cultures."

"To support his conviction that the Old Testament is accurate history, Newton worked out an elaborate chronology of earth’s history, drawing on astronomical data such as eclipses and star motions and legends such as that of Jason and the Argonauts, which he took to be genuine events. With incredible ingenuity he tried to harmonize biblical history with secular histories of the ancient world. It is sad to envision the discoveries in mathematics and physics Newton might have made if his great intellect had not been diverted by such bizarre speculations."

"Although Jacobs has had no training in psychology, psychiatry, or hypnotherapy, he uses hypnotism to induce his patients (now more than seven hundred) to develop strong memories of horrendous abductions even though many patients had no such memories until hypnotized. Jacobs is convinced that five million Americans have been kidnapped at least once by aliens. One female patient, who worked in retail sales, had, according to Jacobs, one hundred abductions in one year, an average of one every three days!"

"Carlos Castaneda died in Westwood, California, in 1998. “His only real sorcery,” writes Kathryn Lindskoog in her entertaining book Fakes, Frauds, and Other Malarkey (1993), “was turning the University of California into an ass.” The next time you come close to a crow, try calling out “Hello Carlos!” If you are high enough on peyote, you might hear the bird answer."

"The curious notion that “truth” does not mean “correspondence with reality,” but nothing more than the successful passing of tests for truth, was dealt a death blow by Alfred Tarski’s famous semantic definition of truth: “snow is white” is true if and only if snow is white. The definition goes back to Aristotle. Most philosophers of the past, all scientists, and all ordinary people accept this definition of what they mean when they say some thing is true. It is denied only by a small minority of pragmatists who still buy John Dewey’s obsolete epistemology."

"But that science moves inexorably closer to finding objective truth can only be denied by peculiar philosophers, naive literary critics, and misguided social scientists. The fantastic success of science in explaining and predicting, above all in making incredible advances in technology, is proof that scientists are steadily learning more and more about how the universe behaves."

"The deeper question that lies behind the above banalities is whether the rules of baseball are similar to or radically different from the rules of science. Clearly they are radically different. Like the rules of chess and bridge, the rules of baseball are made by humans. But the rules of science are not. They are discovered by observation, reasoning, and experiment. Newton didn’t invent his laws of gravity except in the obvious sense that he thought of them and wrote them down. Biologists didn’t “construct” the DNA helix; they observed it. The orbit of Mars is not a social construction. Einstein did not make up E=mc2 the way game rules are made up. To see rules of science as similar to baseball rules, traffic rules, or fashions in dress is to make a false analogy that leads nowhere."

"This confusion of the certainty of mathematics within a formal system and the uncertainty of its applications to the world is a common mistake often made by ignorant sociologists."

"My attack on Freud brought a raft of angry letters from dedicated Freudians. One reader assured me that Freudianism is “alive and well.” True, but alive and well only among a dwindling remnant of Freud acolytes, not among the majority of today’s psychiatrists or intellectuals."

"Public infatuation with alternative medicines of all varieties shows no sign of abating. Acupuncture, homeopathy, aromatherapy, herbal remedies, chelation, iridology, therapeutic touch, magnet therapy, psychic healing, and so on are gaining new converts every day. The tragedies occur, of course, when gullible sufferers rely solely on such remedies and avoid seeking mainstream help. It would be good if we had some statistical evidence about the frequency of deaths following reliance on pseudomedicines."