Sometime in late January of 1987, almost one year to the day after the Space Shuttle Orbiter Challenger was destroyed as it ascended to orbit, I was assigned by the temp agency I was using at the time to begin work on the Space Shuttle Main Engine team at Rockwell International’s Rocketdyne Division in Woodland Hills, CA.
Prior to that fateful date I had, with one exception, never worked at a company with more than a dozen employees. My family’s wholesale food business, at its peak, was only my father, brother, me, and one employee and most of the numerous jobs I had held over the previous 20 years or so were similarly small.
Rocketdyne employed several thousand people, most of whom labored at our campuses in Woodland Hills and Canoga Park, CA. It was a division of Rockwell International, which employed over 100,000 people world-wide. It was a jarring transition to go from small (really small) businesses to a multi-national aerospace conglomerate. However, having been somewhat of a space-cadet, i.e. enthusiast most of my life, I was thrilled with the opportunity.
A year later on 1 February 1988, I was hired to work in Engineering Computing on the Flight Ops team – a position I would not have dared to dream of filling. Nevertheless, there I was helping our nation’s space program get back on track. It was truly a dream come true.
At the same time, I was becoming aware of the unique way in which large organizations conduct themselves. Some of it wasn’t pretty. I first encountered the business philosophy of W. Edwards Deming soon after I was officially hired as I was lucky enough to have a colleague who was a student of his. Deming had written a book (he wrote many) in which he laid out a fourteen-point explication of his concept of TQM (Total Quality Management).
I was enamored of his positions, as they coincided with my growing understanding how things worked in virtually any organization. I had long been someone who looked for and found ways in which to improve the processes and procedures of any organization I was involved with, and Deming’s philosophy made a great deal of sense to me.
At the same time, I was becoming increasingly aware of the reality that many companies, including Rocketdyne, were honoring those principles in their breach, not their adherence to them. As I was studying Deming’s 14 points I began to realize just how thoroughly many of the managers I encountered were oblivious to the virtues Deming laid out.
Somewhere around 1990 I decided to see if I could capture the differences between what Deming offered and how Rocketdyne was actually doing things. I captured Deming’s 14 points and then created Rocketdyne’s 14 counterpoints. I’ve kept them over the years and am here sharing my understanding with two screenshots of those differing points of view. Please keep in mind not all managers were as controlling as the worst of them. I was lucky to work under the supervision of several truly wonderful managers in my nearly quarter century of employment there. Regardless, I think my analysis was reasonable, even after over 34 years. You?
Systems Savvy 