We have completed the Red Bead Experiment for the Fall 2005 session. Please review the following postings from last year, and add your opinions and insights. This activity is worth 2 extra credit points on the final.

See http://www.hanford.gov/safety/vpp/redbeadreach.pdf for information on the Red Bead Experiment

Also, please read and discuss the attached paper. There will be an essay question on an exam related to what you found to be important lesson(s) from the Red Bead Experiment.

Of all the eye openers for management, the Red Bead Experiment has the greatest impact as the various participants come to the realization that they can't beat a bad system and that only management has the power to change a bad system. I've seen some old line managers practically in tears as they remembered past injustices to workers when the system was the only thing at fault.

Too bad Deming wasn't around for the Pharaoh in biblical times
So, Pharaoh ordered that they gather their own straw for bricks, and he made it difficult for them to do even that, and beat them when they failed.

The first night's class (on October 6) included The Red Bead Experiment. Also, please read and discuss the attached paper. There will be an essay question on an exam related to what you found to be important lesson(s) from the Red Bead Experiment.Steve

Your paper says

...most fire-fighters fall into the trap of being so caught up in the fire fighting that they allow other fires to start....

This is one of my favorite topics/examples when teaching SPC. I'd like to expand on it a bit.

I grew up in a town where after the fire chief retired, the number of fires declined. It was a well known secret that he lit many of the fires.

Here is some interesting research on fire fighter arsonists

http://www.usfa.fema.gov/fire-service/techreports/tr141.shtm (http://www.usfa.fema.gov/fire-service/techreports/tr141.shtm)

I think in business we have the same addiction, even if there isn't a fire, we'll make one for the challenge and fun. It fills up the day, and it's all we know how to do.

Compare this to the fire jumper, who parachutes in way behind the flames (and the TV cameras). They work hard and long to make a fire break. When the fire gets to the break it goes out. They get little credit/recognition since they are not as visible/heroic as the fire fighters at the fire front.

Reaction - firefighter/arsonist - typical manager
Prevention - smoke jumper - SPC user/statistician

This discussion always gets a good reaction from people.

Wish I could attend your course, it sounds like fun, and it looks like you have some interesting students.

Caster

Hello,
For the past one week i am hearing Red bead experiments from number of persons.
Can anybody explain me,
What is red bead experiment?
What is the scope of it?
What is the result?
The attachment from Mr.Steve gave a view, but I am unable to understand in depth.
Thanks / Sowmya

Hello,
For the past one week i am hearing Red bead experiments from number of persons.
Can anybody explain me,
What is red bead experiment?
What is the scope of it?
What is the result?
The attachment from Mr.Steve gave a view, but I am unable to understand in depth.
Thanks / Sowmya
If you Google the red bead experiment, you will get over 25k hits. Here are two of them.

The Red Bead Experiment (http://www.maaw.info/DemingsRedbeads.htm)

The Red Bead Experiment (http://dept.lamar.edu/industrial/Underdown/org_mana/The_Red_Bead_Experiment.htm)

Hello,
For the past one week i am hearing Red bead experiments from number of persons.
Can anybody explain me,
What is red bead experiment?
What is the scope of it?
What is the result?
The attachment from Mr.Steve gave a view, but I am unable to understand in depth.
Thanks / SowmyaI'm really interested in your thoughts AFTER your introduction to the "Red Beads."
Did it help you understand WHY defects are more likely to be a fault of the process than of the worker?

The Red Beads are an iconic touchstone for Quality professionals. They help make an unforgettable lesson for everyone from CEO down to raw recruit.

In my opinion, the Red Beads should be mandatory in every MBA course of study, not just for us Quality geeks.

I have been in the Insurance sales business for over 12 yrs now and I am still fustrated http://elsmar.com/Forums/images/smilies/ranting.gif with the performance review and reward systems that companies use to determine an agent's value and/or if they are going to keep their jobs. I have seen many good agents quit the business just because they were told to produce more.

One company I use to represent is now out of business because they could not keep "good" agents. They were a multi-line company selling auto, home, life and investment products. However, they only based the agent's performance on Life commissions issued. http://elsmar.com/Forums/images/smilies/confused.gif They did not take into account any of the other products or the number of life applications submitted. It all boiled down to what was issued and the actual commissions generated in life policies. http://elsmar.com/Forums/images/icons/money.gif

For example: Agent-1 submitted 10 apps. in a production period that issue with only a $1000 in commission, and Agent-2 only submits 4 apps in the same period and those generated $4000 in commission. Agent-2 is considered the "good" agent, and Agent-1 is considered "not performing to required standards." Agent-1 is put on probation or terminated. http://elsmar.com/Forums/images/smilies/surrender.gif

Another example: same scenario Agent-1 submits 10 apps, but only 7 are issued and produce $1200 in commissions, and Agent-2 submits 4 apps. that all are issued and produces $4000 in commissions. A similar performance review of the agents - Agent-1 is either put on probation or terminated and Agent-2 is praised for having a higher production result.

http://elsmar.com/Forums/images/smilies/ranting.gif In either case Agent-1 is consistantly seeing more people and making more sales, but his/her net commission is lower. Whereas, Agent-2 is seeing fewer clients and has poor time management and other agent skills, but is praised for her/his net commission results.

http://elsmar.com/Forums/images/smilies/omg.gif The Insurance Industry is plagued with this type of performance evaluation. Most companies only count the net commission earned and not the other factors affecting the sales and issue process. It doesn't matter that an agent has great sales, marketing, time management and other business skills, if the net commissions generated are not to the levels the company is requiring. It doesn't matter that the agent makes the sale to the client and the client is declined for any number of other factors. The agent did his/her job in selling, but other factors outside of the agent's control come into play: underwriting issues, client was untruthful as to their health, client changes their mind for any reason - lost job, died, etc....

These performance and reward systems focus on only one factor - the net commissions. http://elsmar.com/Forums/images/smilies/bonk.gif They do not take into account the other abilities of the agent. The "Red Bead Experiment" brought to light what I have personally felt and experienced, as well as seen happening to many of my colleagues.

What have you personally experienced that was brought to light or clarified by the "Red Bead Experiment"? http://elsmar.com/Forums/images/smilies/thank_you.gif

I had already Googled the Red Bead experiment, prior to class; so, had some knowledge of it already. However, I found it humorous that the experiment added the signage that is so prevalent in many workplaces, as "incentive" for improvement. I have worked, over 40 years, in many hospital systems across the country; and, each one had their own "coined" incentive phrases, posters, motivational educational seminars, etc. etc. Many healthcare corps. changed from one "innovation" to another, trying to encourage a good morale, helpfulness, etc. If their productivity or patient satisfaction numbers declined, they often changed tacts. Currently, I work for one that has utilized all the bells and whistles of the "FISH philosophy".....you know, the "choose your attitude....play....have fun..... be there for others, etc."
And, there are FISH cards you can use to expound on someone's above-and-beyond-the-call-of-duty helpfullness. The cards go in a fish-bowl; there is a drawing monthly for some extra little goodie, and email recognition. But, essentially, this does not change the work environment and costs the corporation $$ in obtaining materials and utilizing this copywritten "philosophy". What we really want is some attention to the problems at hand, validation of our concerns, extra help on units that are short-staffed, and a general environment of teamwork. Does management really listen to our concerns and act? Does the FISH philosophy really change the work environment for the better? What about our annual performance evaluations that are "mandatory" per Human Resources, but not connected to any incentive bonus? What good does all this do for the worker, or the workplace? My guess is, as demonstrated with the Red Bead experiment, there is not much correlation between management's choice of incentive phrases and materials and actual (measurable) results.
Anita

I had already Googled the Red Bead experiment, prior to class; so, had some knowledge of it already. However, I found it humorous that the experiment added the signage that is so prevalent in many workplaces, as "incentive" for improvement. I have worked, over 40 years, in many hospital systems across the country; and, each one had their own "coined" incentive phrases, posters, motivational educational seminars, etc. etc. Many healthcare corps. changed from one "innovation" to another, trying to encourage a good morale, helpfulness, etc. If their productivity or patient satisfaction numbers declined, they often changed tacts. Currently, I work for one that has utilized all the bells and whistles of the "FISH philosophy".....you know, the "choose your attitude....play....have fun..... be there for others, etc."
And, there are FISH cards you can use to expound on someone's above-and-beyond-the-call-of-duty helpfullness. The cards go in a fish-bowl; there is a drawing monthly for some extra little goodie, and email recognition. But, essentially, this does not change the work environment and costs the corporation $$ in obtaining materials and utilizing this copywritten "philosophy". What we really want is some attention to the problems at hand, validation of our concerns, extra help on units that are short-staffed, and a general environment of teamwork. Does management really listen to our concerns and act? Does the FISH philosophy really change the work environment for the better? What about our annual performance evaluations that are "mandatory" per Human Resources, but not connected to any incentive bonus? What good does all this do for the worker, or the workplace? My guess is, as demonstrated with the Red Bead experiment, there is not much correlation between management's choice of incentive phrases and materials and actual (measurable) results.
Anita
Ah, a budding Deminguite. Welcome, Grasshopper! Your vision is already clear.

When people in positions pressured to show numerical (quantitative) results learn to tie the qualitative with those results, we will see progress. Not until.

Are you familiar with Baldrige? If your hospital is keen on self improvement it might consider this survey: http://www.quality.nist.gov/Progress.htm

Here is a hospital that has enjoyed success in moving past the propaganda and into true quality systems and continuous improvement: https://www.saintlukeshealthsystem.org/slhs/com/system/baldrige/presentation.htm and https://www.saintlukeshealthsystem.org/slhs/com/system/baldrige/app_summary.htm

Steve:
It appears some of your students are ready for an introduction to Deming's 14 points to go along with Red Beads, especially the one point about slogans, banners, posters, and other exhortations.

I'll really be interested in reading their responses. I'm hoping it will be as big an epiphany as Red Beads.

I had already Googled the Red Bead experiment, prior to class; so, had some knowledge of it already. However, I found it humorous that the experiment added the signage that is so prevalent in many workplaces, as "incentive" for improvement. I have worked, over 40 years, in many hospital systems across the country; and, each one had their own "coined" incentive phrases, posters, motivational educational seminars, etc. etc. Many healthcare corps. changed from one "innovation" to another, trying to encourage a good morale, helpfulness, etc. If their productivity or patient satisfaction numbers declined, they often changed tacts. Currently, I work for one that has utilized all the bells and whistles of the "FISH philosophy".....you know, the "choose your attitude....play....have fun..... be there for others, etc."
And, there are FISH cards you can use to expound on someone's above-and-beyond-the-call-of-duty helpfullness. The cards go in a fish-bowl; there is a drawing monthly for some extra little goodie, and email recognition. But, essentially, this does not change the work environment and costs the corporation $$ in obtaining materials and utilizing this copywritten "philosophy". What we really want is some attention to the problems at hand, validation of our concerns, extra help on units that are short-staffed, and a general environment of teamwork. Does management really listen to our concerns and act? Does the FISH philosophy really change the work environment for the better? What about our annual performance evaluations that are "mandatory" per Human Resources, but not connected to any incentive bonus? What good does all this do for the worker, or the workplace? My guess is, as demonstrated with the Red Bead experiment, there is not much correlation between management's choice of incentive phrases and materials and actual (measurable) results.
Anita


Anita, my consulting company is putting together a pilot program for improving Healthcare that I think you would be pleased with. It focuses on Deming's concepts that the failure is in the system and management controls the system, therefore, the program focuses on getting management to do the right things. A refreshing focus, rather than blaming everything on the workers, wouldn't you agree?

(if you would be interested in seeing this, send me a private email with your email address, and I will send you the Powerpoint brochure when it is ready.)

Steve:
It appears some of your students are ready for an introduction to Deming's 14 points to go along with Red Beads, especially the one point about slogans, banners, posters, and other exhortations.

I'll really be interested in reading their responses. I'm hoping it will be as big an epiphany as Red Beads.
The eventual follow-on to this course, MC550 Operations Management is a surprisingly Deming based course. The first of two projects require an application of Deming's 14 Points! Hopefully, all of the current MC506 students will be able to take MC550 with me. We did run into a bit of bad news this quarter - City University has chosen to shut down the local campus and also the Yakima WA campus at the conclusion of training currently enrolled students. I have taken the necessary "training" to teach internet, so I will experiment with that after the current group is completed.

The eventual follow-on to this course, MC550 Operations Management is a surprisingly Deming based course. The first of two projects require an application of Deming's 14 Points! Hopefully, all of the current MC506 students will be able to take MC550 with me. We did run into a bit of bad news this quarter - City University has chosen to shut down the local campus and also the Yakima WA campus at the conclusion of training currently enrolled students. I have taken the necessary "training" to teach internet, so I will experiment with that after the current group is completed.Bummer on the closing:( :(

I like the internet, but I think there is more value to the face-to-face interaction among students and instructors.

I think the "political skills" I learned in school dealing with instructors and fellow students were much more instrumental in my corporate success than the facts I learned to regurgitate upon command. Heck! When I was in school, tectonic plate theory was considered wild-eyed and radical and the province of crackpots, but the political tools I learned have only become sharper with use while the "facts" have become laughable.

During the course of this experiment I played one of the "willing workers". The frustration one felt each time they took their turn to try and retreive as many white beads as possible was very evident. Frustration seems to be a common "thread" when it comes to systems being run by the numbers and not by best practices. Management seems to forget that they hired most of their staff because they had something to give to the company. My company has a system of "instant rewards" (usually a gift card) that mangement can bestow on a worker whom they feel has gone beyond their regular duties and performed at a higher level. Does the system work? I think not! Many are given as just a way of rewarding the shining stars or the boss' pets. Many of the hard workers never see these instant rewards because management does not acknowledge their contributions. Do these rewards seem to increase productivity, not really, they have become a joke and only the chosen few receive these, the ones that constantly stay in the radar. These rewards are treated as extra compensation by many and the staff can give to each other. I have watched as staff have sat at a table and filled out comment cards in order to give these rewards to each other. I have heard many say it is how they do their holiday shopping! Rewards are one way of motivation, however, this in my opinion is not a true and fair reward system. Again, management has failed to use an incentive tool to provide improvement. It has provided a way for workers to take advantage monetarily.

I have been in the Insurance sales business for over 12 yrs now and I am still fustrated http://elsmar.com/Forums/images/smilies/ranting.gif with the performance review and reward systems that companies use to determine an agent's value and/or if they are going to keep their jobs. I have seen many good agents quit the business just because they were told to produce more.

For example: Agent-1 submitted 10 apps. in a production period that issue with only a $1000 in commission, and Agent-2 only submits 4 apps in the same period and those generated $4000 in commission. Agent-2 is considered the "good" agent, and Agent-1 is considered "not performing to required standards." Agent-1 is put on probation or terminated.

The Insurance Industry is plagued with this type of performance evaluation. Most companies only count the net commission earned and not the other factors affecting the sales and issue process. It doesn't matter that an agent has great sales, marketing, time management and other business skills, if the net commissions generated are not to the levels the company is requiring. It doesn't matter that the agent makes the sale to the client and the client is declined for any number of other factors. The agent did his/her job in selling, but other factors outside of the agent's control come into play: underwriting issues, client was untruthful as to their health, client changes their mind for any reason - lost job, died, etc....

These performance and reward systems focus on only one factor - the net commissions. http://elsmar.com/Forums/images/smilies/bonk.gif They do not take into account the other abilities of the agent. The "Red Bead Experiment" brought to light what I have personally felt and experienced, as well as seen happening to many of my colleagues.

http://elsmar.com/Forums/images/smilies/thank_you.gif[/IMG]


Interesting....if you know the rules of game, doesn't it make sense to play the game to win...how do we know agent 2 is not as good as agent 1...maybe he was smarter and knew what he had to do...i only complain when the rules of the game change while playing...that is what gets me :mad: ...but if rules of game are clear then whoever wins win!!!

you mentioned "I have seen many good agents quit the business just because they were told to produce more"...if they are good agents, maybe they can produce more.

from the company's view, the agents who bring most money (note: this can be construed as a short term view) are the valuable employees...as a former saleperson, i knew my job was to sell, sell and sell...there was no ifs, yahs or buts...you can discuss the unfairness of territories, existing customers, etc among different salesperson but that was the GAME i agree to play when i accepted the job :agree: ...i remember i had to chase the 18wheelers to find the competitives' customers when i started a new territory...it was **** but at the end of first two months, i knew all the competitives' customers...then another 6 months to make inroad with the potential customers...at the end of the first year, i went from nothing to top ten...and i rode that gravy train for three years before i decided to change my job...so, please don't tell me the system hinders the performance of good agents...as long as the rules of the game is clear, everything is a fair game!!!!

(disclaimer: i am not advocading that performance and reward systems focus on only one factor - the net commissions is a good system)

Interesting....if you know the rules of game, doesn't it make sense to play the game to win...how do we know agent 2 is not as good as agent 1...maybe he was smarter and knew what he had to do...i only complain when the rules of the game change while playing...that is what gets me :mad: ...but if rules of game are clear then whoever wins win!!!


Unfortunately, in many systems if all of the "players" play by the "rules of the game", the overall system loses. Everyone out for themselves seldom buillds teams, yet what is one of the most common questions in job interviews? Are you a team player!

This has been shown to the students in the Beer Game previously this quarter, and they will encounter a few more experiences in the course material that will show that point.

We have completed the Red Bead Experiment for the Fall 2005 session. Please review the following postings from last year, and add your opinions and insights. This activity is worth 2 extra credit points on the final.

See http://www.hanford.gov/safety/vpp/redbeadreach.pdf for information on the Red Bead Experiment

Also, please read and discuss the attached paper. There will be an essay question on an exam related to what you found to be important lesson(s) from the Red Bead Experiment.

This was my third participation in the red bead experiment (two live sessions, one videotape version). I must admit that I learn something new each time about the importance of understanding systems, and the importance of bringing about change through system and process change, not through change in willing workers. My career has spanned 25 years, and in those 25 years I have observed workers and management struggle in an attempt to improve quality, efficiency, and effectiveness of processes, organizations, and companies. Unfortunately, the focus for this change has always been about motivating/changing the workers and their performance through rewards, recognition, and oh yes intimidation and fear. I have attempted to gently persuade management that change in quality, efficiency, and effectiveness of an organization, process, or company requires a detailed review of the systems that make up these organizations. My battle cry has been, "We must strive to establish outstanding systems that will allow even average willing workers to have outstanding performance" (Scholtes -The Leaders Handbook). Even though I am not a top level manager, Steve reminded me that I must work for change in the areas that I can change and allow small successes to generate larger successes. I asked Steve to come and do the Red Bead Experiment for the management team in my organization. He did, and I have been impressed with the changes that have occurred in the organization. When events occur that are outside the control limits, managers are more inclined to look at the process first versus worker performance. Small changes in attitudes and perceptions among the management team are occurring. All of these signs are encouraging - thanks again Steve!

Over the last few years the organization (audit agency) that I work for has implemented Total Quality Management (TQM). We have monthly team meetings and annually we set team goals (hard goals and soft goals). We need to develop metrics to track the hard goals. So last year we had our goal setting meeting and our manager says "Oh by the way, upper management wants us to set a hard goal on improving customer service." Well so much for a "team" goal.:frust: The program is there that will allow us to improve our team on a local level and now because other teams in the organization have customer service problems we now have a mandatory customer service goal. We have only one external customer who fights to keep us in their budget each year. We get certificates of appreciation from them every year, yet we have to have a goal with metrics to monitor customer service.
This was my first time watching the red bead experiment and after looking at my organizations management style and hearing the mantra "do more with less", all I see are the red beads. That is what we are trained to do, not find the white beads but look for red beads. Then we pelt each other with them.
I guess that I need to find a positive use for the red beads that I find instead of pelting my coworkers. That was one of the discussions that we had after our red bead experiment was find a company that would like red beads. There has to be a use for red beads out there somewhere.:magic:

That is what we are trained to do, not find the white beads but look for red beads. Then we pelt each other with them.

:lmao: I'm laughing with you, not at you. You are laughing, aren't you? :eek:
Seriously though, you shouldn't have to look for the white beads either. The whole point of the Red Bead demonstration (it's not an experiment, because the conclusion is known beforehand) is that your bosses are supposed to develop processes that obviate--or at least minimize--the need for bead-hunting.

There has to be a use for red beads out there somewhere.

I've found them to be especially useful to companies that aren't interested in staying in business. The problem is, they almost always have enough of their own red beads, and aren't likely to be interested in yours.

As someone in Human Resources who observes in the workplace the same mistakes made in the Red Bead expirement, I loved it. Steve will be doing the expirement for our management staff and hopefully a lot of them will understand that managing is different than leadership. Motivating employees takes more than regulating progress by counting widgets. You need to hold the "why" in front of your team, hire the best, raise the bar, and let them go. Micromanaging is not the key to increased productivity! I am looking at a Harvard School of Business program on organizational fitness that deals with getting input from the people who are really doing the work! I'm hoping we can use it to increase efficiencies and effectivenesses within our organization. The Red Bead Expirement will be a great kickoff!

I've found them to be especially useful to companies that aren't interested in staying in business. The problem is, they almost always have enough of their own red beads, and aren't likely to be interested in yours.

I was reviewing the videotape of a 4 day seminar of Dr. Deming's and I did pick up on he does make the point that perhaps we could try to sell the red beads. We don't know what the customer uses them for, and perhaps to another customer red may be what they are looking for.

For example, I have pointed out that maybe the beads are used as ball bearings. As a process fix, one audience member once said "get a can of white spray paint". Now, I love that idea. But if you think about it - if the purpose of the beads was to be ball bearings, overspraying all the beads with white spray paint would ruin all of them!

There are hazards to not knowing what the customer will do with your product.

I responded, but apparently it got lost!! I don't know if I can remember what I wrote, but here it goes. I see remnants of the Red Bead expirement in our organization, especially in areas that are very number driven. Traditionally you might think of widgets, but in this case we are talking about miles of road sweept, number of construction stakes marked, etc. We will be conducting the Red Bead Expirement in our organization and I think it will be the beginning of an awareness that we need to lead, not micromanage our staff. We can all stop and learn more about ourselves through this excercise. Hopefully the awareness creates a big "Ah Ha!". I loved the expirement. Every supervisor and manager should go through it!!

I responded, but apparently it got lost!!!!

We're now on the third page of this topic. Your previous response is on the bottom of the second page. Yes, I am looking forward to doing the beads for your group, it is always fun.

By the way, Fluor just signed a contract with Los Alamos National Lab for me to go down there to provide two days of training, and within that training will be the Red Bead Experiment.

This experiment reinforces that no matter how hard an employee tries to do their best-it can be the system that is too blame. After the first paddle I knew that I had no control over the amount of red beads. I wanted to prove that I could only pick up 3-but the system was against me. Management praised the best employees-but this only leads to resentment. Employees need to be involved with the decisions on how to better the system-because it is them that is working it.

To non-believers of the red bead experiment, i would suggest another way of proving that the system controls everything, not individuals.

GO TO THE LAS VEGAS AND TRY YOUR LUCK for few days, not just few hours!!!!

No matter how hard you try, you will not win unless you are one lucky sob!..but that luck won't last long!!!

I really enjoyed the red bead experiment. I would like to say that it was a revelation, but it really just confirmed what most reasonable people already know, managers focus on symptoms without ever looking at real problems. After the experiment I thought a lot about how my management would react to the red beads. Unfortunately, I have to conclude that it would not make much of a difference in how they act. The two main reasons I arrive at this conclusion are corporate culture and lack of process knowledge. Where I work, the flavor of the day programs always rule. Whatever a senior manager read about that has worked somewhere else is what we decide to do without understanding why it worked at the other company. A program may be widely successful at one company and a complete failure at another. We never ask the all important question "why" did it work at this company. what did they do, how did they implement, what is the overall state of their corporate culture and given that knowledge, will this work for us. We also have a predisposition towards hiring consultants and then changing or ignoring anything they tell us to fit what "we" want. This mindset is not the type that would be open to the obvious truth that is clearly demonstrated in the red bead experiment. With regard to process knowledge, if you do not clearly understand your workplace and how work gets done, it is difficult to understand how to fix real problems. With a management team that respects and trusts its workforce it can be done, unfortunately all too many of us work in companies where that relationship just doesnt exist.

Chris, I would have to agree with your assessment of our company's current organizational mindset. However, keep the faith because I have seen encouraging signs of change. This past week, I attended an 8-hour Human Performance Improvement training class that is sanctioned by very high levels of management in our company and the Department of Energy. Do not be fooled by the title. The course is based mostly on the Institute of Nuclear Power Operations (INPO), and focuses on the fact that event reduction can be brought about only by changing the systems and processes in which workers interact. The course stresses that humans make errors (an average of 5 per hour), but punishing the errors or rewarding folks who average less errors will not reduce significant events. Sound familiar - ah yes - the red bead experiment! The course also stresses that management must be willing the change their paridigm and think in terms of system improvement not individual improvement. We will see where this goes, but it certainly is encouraging.

The presentation of the Red Beads to an ASQ conference in Juarez Mexico went extremely well. Even though I had to work through a translator, and was dealing with a very different culture, the message rang true with the audience. They loved it. The biggest lament expressed was that they "wished their managers were there" to see it.

I love reading all your responses to the red bead experiment. I was a "willling worker" and like Shari felt frustration at not being able to control my production...no matter how slowly I dipped the paddle, no matter how carefully I tipped it to 45 degrees, I still exceeded the goal of three red beads everytime. I wanted to try and try and try until I could do it but I would be there for days!!

The experiment reminded me of a past job at a now non-existent contractor that hired a new CEO to take us through a re-bid only to alienate the majority of the staff with their approach to fixing the "system" and increasing production. The reward and production efforts, re-organization and new and "improved" job descriptions only proved to breed discontent through secrecy, deceit and injustice. There was no input from the masses and no constructive two way communication without consequences. I saw good managers suddenly "retire", positive workers become discontent and outspoken adversaries disappear. Their "plan" handsomely rewarded those that would do anything to hang on to their jobs and ultimately was their undoing.

Lori Beeler
MBA Student

no matter how carefully I tipped it to 45 degrees,
Aha, that was the problem! The instructions clearly stated 47 degrees:biglaugh:

Hi all! I'm a new on this forum, trying to get familiar with the past topics first.
I like this sentence, and it's so simple:
Toyota view:
“We get brilliant results from average people managing brilliant processes.
We observe that our competitors often get average (orworse) results from brilliant people managing broken processes.”
all !
In my opinion, it can be the conclusion of the RBE.
It's enough for first time posting. Very good forum, and professionals. Thanks for it.
Gyorgy

Well, there ya go! That's got to be the reason I failed miserably!!
It was still fun.
Lori Beeler

It's amazing that something that is so basic such as the red bead experiment could teach so much. It would be interesting to see this done to a group of managers. Like some of my classmates, my agency used to use a merit award form of rewards to certain people who were just doing their job! Of course now the state auditors have deemed it gifting of public funds, so we don't do anything. Our last Mayor was big on certificates and it seemed I was doing one for every little thing to the point of being silly. It is still the big joke when someone does something routine that we'll say, 'let me make them a certificate!'. Hmmmm. Speaking of...maybe I should make one to reward our top worker?:D

It's amazing that something that is so basic such as the red bead experiment could teach so much. It would be interesting to see this done to a group of managers. Like some of my classmates, my agency used to use a merit award form of rewards to certain people who were just doing their job! Of course now the state auditors have deemed it gifting of public funds, so we don't do anything. Our last Mayor was big on certificates and it seemed I was doing one for every little thing to the point of being silly. It is still the big joke when someone does something routine that we'll say, 'let me make them a certificate!'. Hmmmm. Speaking of...maybe I should make one to reward our top worker?:DI have an assortment of different colored stars to stick on to the certificates, so you can further classify "teacher's pets" in order of rank! Note the gold stars are twice as big as the other colors.:biglaugh:

You are spot on. The RBE was very simple and yet it sent a powerful message. Believe me, I wanted the candy bar and the $20 offered for only having three beads...What a scam :-). I don't think most managers can even see it that way.
The quote from the first post about Toyota is the best yet.

I am thinking of having a RBE at my workplace with my management....nothing but fear stopping me :-)