What is History of Red Bead Experiment ?

The world is supplying endless questions. You get up in the morning to solve the problem on that day. Solve the problem and have more problems. This is the way of the world

Dr. W. Edwards Deming, a world-famous consultant, is "to teach people in Japan, the USA and many other countries."

In 1982 Dr. Deming created a teaching tool he used to teach his famous 14 management obligations at seminars all over the world. Dai Ming called this training tool a red bead experiment or a red bead game.

When you play the game, each player draws small red and white beads from the big bowl using a special metal paddle.

White beads symbolize the beautiful things that we experience everyday at work and red beads symbolize the problems we encounter and bad things.

As each player draws 50 beads, each player receives a different mixture of red and white beads.

There are many guidance examples when playing games. An example of a teacher is to encounter that our life is different every day.

As a worker, we can not control experience in most cases. Our workers should not let our boss do the company, we should not be held responsible for most mistakes. Yes, you can control about 4 for every 100 questions, not the other 96 systems.

If our boss wishes to do better to us, they will ask staff experts to ask questions to us and then design improvement systems to eliminate the problem we find each day I need

My boss does not shout labor and has no profit. In fact, the scream only makes the worker more quiet and shy, and the name of the process problem will be more hidden.

Therefore, workers play a very important role in supporting their improvement. They know the name of the process, and our bosses should create a friendly work environment (free to fear) that employees speak and feel free to share what they know.

We will play and discuss more management points in the game. This is the allegiance of RED BEADS that Dr. Deming mentioned in his book.

The experiment begins with a sampling device with 80% white beads and 20% colored beads, usually red beads and is therefore called "red bead experiment". The fact that there are different colored beads instead of full red in sampling equipment is not important and experiments are equally applicable. However, in this demo text you need to use 20% color beads. If you use different colored beads instead of all red, the colors may represent different types of defects. (This will be clearer as an explanation of the demo.)

For the experiment we needed a sampling bowl containing 80% white beads and 20% red beads - hence it was named "Red Pearl Experiment". A mechanical sampling device such as a 50-pit paddle to hold the beads is also required. As long as it occupies 20% of the population, you can also use beads of various colors. Management has developed and purchased this "white beads" process for the staff. Some major customers need white beads and do not accept less than 100% white beads. All red beads are considered defective. These red beads represent everything that could fail in the process, such as mechanical failure, inappropriate design, inappropriate procedure, untrained worker.

Red Bead's experiment emphasizes that there is a possibility that the quality may be improved if the production system is insufficiently managed. In the experiment, the administrator strictly controlled feeding (white and red beads) and working procedures so that there is little room for change. Their mistake was to have input of red beaded (defective) production materials that workers could not stop coming from them. The administrator only checks the beads after the beads (and associated errors) have been completed. When the nature of the process inevitably produces red beads, the promise of any incentive, threat or reward will not improve quality. In addition, administrators mistakenly believe that variables in the process are controllable, so workers are not putting any effort into their work. The last point in the red bead experiment is that you must check all factors of the process to identify and correct negative changes.