The steps of the red bead experiment, the conclusion of the red bead experiment

From this experiment, the following conclusions can be drawn:

1) The experiment itself is a stable system. Under the condition that the system remains unchanged, the output level of the factory and its variation are possible; In fact, the cost is also very costly.

2) All variations, including differences in the number of beads produced between workers, and variations in the number of beads produced per worker per day, come entirely from the process itself. There is no evidence that any worker is more skilled than the others.

3) The output of the worker is shown as a statistically controlled hail state, that is, a steady state. The workers have done their best, and there is no way to perform better in the current situation.

4) In the performance appraisal system or employee evaluation, it is a wrong practice to rank personnel, teams, sales personnel, factories, and departments in order of superiority and inferiority, especially it is a blow to the morale of Yuannajing employees. Because the performance of employees has nothing to do with effort.

5) It makes no sense to simply decide compensation based on performance. Workers are so low in performance that they lose their jobs because they are completely influenced by the work process.

6) The foreman gives the worker a raise or punishment as a reward and punishment for their performance. In fact, it rewards and punishes the performance of the production system, not the performance of the workers.

7) This experiment demonstrates botched management. Due to the rigidity of the procedure, workers simply do not have the opportunity to provide suggestions for improvement.

8) Everyone has a responsibility at work to try to improve the system to improve their own performance and that of others. Under the foreman's dictation, they were unable to improve their performance.

9) The manager has fixed the ** of the white beads in advance without any basis.

10) The inspectors are independent of each other, which is very correct.

11) If the manager can negotiate with the ** merchant of the beads to reduce the ratio of red beads in the feed, it is good news.

12) Even if the proportion of red beads in the feed (20%) is known in advance, it does not help what proportion of red beads in the output.

13) There is no theoretical basis for the assumption that the three best performers in the past will also perform best in the future.

14) The foreman is a product of the system. In other words, his way of thinking should be in line with the manager's philosophy. The manager gives him the responsibility of producing the product that the customer needs, and his remuneration depends on the output of the workers.

The Red Bead Experiment is one of two experiments designed by the famous quality scientist Deming (the other is the funnel experiment), which illustrates that although the production process is equally rigorous, there are still inevitable variations, i.e., quality defects.

4,000 wood beads, about 3 mm in diameter, of which 800 are red and 3,200 are white;

A spoon with 50 holes, 1 row for every 5 holes, a total of 10 rows, the size of the holes is the same as the wooden beads, and 50 wooden beads can be held at a time (representing the workload);

A rectangular container, just the size of a spoon to scoop the beads in.