{"id":1429,"date":"2005-01-05T18:04:27","date_gmt":"2005-01-05T23:04:27","guid":{"rendered":"https:\/\/balmert.com\/?p=1429"},"modified":"2019-02-14T18:13:00","modified_gmt":"2019-02-14T23:13:00","slug":"biggest-mistake-number-8","status":"publish","type":"post","link":"https:\/\/balmert.com\/pt\/2005\/01\/05\/biggest-mistake-number-8\/","title":{"rendered":"Maior erro n\u00famero 8"},"content":{"rendered":"
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Maior erro n\u00famero 8:
Afastando todo o medo<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\u201cExpulse o Medo\u201d<\/em><\/p>

~ W. Edwards Deming<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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O que Peter Drucker fez pela forma como gerenciamos nossos neg\u00f3cios, o Dr. Edwards Deming fez pela qualidade de nossos produtos.<\/p>

O Dr. Deming ganhou destaque p\u00fablico no final de sua vida. Nascido no in\u00edcio do s\u00e9culo 20, ele foi educado em matem\u00e1tica e f\u00edsica. Ele se formou no auge da Grande Depress\u00e3o, conseguindo encontrar trabalho no Departamento de Agricultura dos Estados Unidos. No final dos anos 1930, ele ingressou no Census Bureau, onde seu treinamento em m\u00e9todos de amostragem estat\u00edstica provou ser \u00fatil no Censo de 1940.<\/p>

Ent\u00e3o as coisas come\u00e7aram a ficar interessantes. Com a guerra mundial em andamento, Deming colocou seu conhecimento sobre m\u00e9todos de amostragem estat\u00edstica para trabalhar no ch\u00e3o de f\u00e1brica, ajudando a melhorar drasticamente a qualidade do produto dos materiais de guerra dos Estados Unidos. Na d\u00e9cada de 1950, ele foi convidado ao Jap\u00e3o para ajudar a reconstruir seu setor manufatureiro. O que funcionou em nossas f\u00e1bricas funcionou t\u00e3o bem nas delas.<\/p>

Avan\u00e7ando para a d\u00e9cada de 1980, para come\u00e7ar a apreciar plenamente o que os japoneses realizaram na qualidade dos produtos de tudo, desde autom\u00f3veis a eletr\u00f4nicos de consumo. Eles fizeram isso seguindo o conselho de um estat\u00edstico que come\u00e7ou a contar vacas e pessoas. Os japoneses homenagearam o Dr. Deming nomeando seu pr\u00eamio nacional de qualidade em sua homenagem.<\/p>

Quando finalmente acordamos para a \u201crevolu\u00e7\u00e3o da qualidade\u201d que estava ocorrendo no setor de manufatura, l\u00e1 para nos ajudar estava a figura imponente de W. Edwards Deming. Deming estava na casa dos 80 anos, mas ainda era uma figura dominante, tanto intelectual quanto fisicamente. (Ainda nos lembramos da foto de Deming, tirada com nosso gerente de qualidade da f\u00e1brica: o bom doutor tinha quase 1,85 m).<\/p>

Em seus anos de trabalho com clientes industriais, Deming construiu o que muitos de n\u00f3s no neg\u00f3cio de gerenciamento de manufatura aprender\u00edamos como seus \u201c14 Absolutos de Qualidade\u201d. Esses eram os princ\u00edpios e pr\u00e1ticas que Deming acreditava absolutamente essenciais para os gerentes seguirem para alcan\u00e7ar os mais altos padr\u00f5es de qualidade de produto e servi\u00e7o. Era um \u00f3timo assunto para n\u00f3s, gerentes, prestarmos aten\u00e7\u00e3o.<\/p>

No meio de sua lista de Absolutos estava a cl\u00e1usula "Expulsar o medo". O Dr. Deming acreditava que, na campanha para melhorar a qualidade, o medo de ter problemas por fazer produtos defeituosos e relatar problemas de qualidade era um grande obst\u00e1culo para o progresso. Temos certeza de que ele teve muita experi\u00eancia em primeira m\u00e3o que o levou a essa conclus\u00e3o.<\/p>

A administra\u00e7\u00e3o n\u00e3o pode consertar o que n\u00e3o conhece. Deming concluiu sabiamente que o medo de repres\u00e1lias da ger\u00eancia impedia muitos funcion\u00e1rios de relatar problemas de qualidade do produto. Os caras no dep\u00f3sito prefeririam despachar um produto com defeito e deixar o cliente descobrir que havia um problema: com certeza, a ger\u00eancia n\u00e3o demitiria o cliente quando dissesse que havia um problema. \u00c9 claro que fazer o cliente encontrar o defeito nunca foi bom para as vendas.<\/p>

Se o medo absoluto de Expulsar de Deming era certo para a melhoria da qualidade, por que n\u00e3o seria t\u00e3o bom para melhorar a seguran\u00e7a? Muitos de n\u00f3s pensaram assim e tentaram aplicar o mesmo conceito para gerenciar o desempenho da seguran\u00e7a.<\/p>

Pareceu uma \u00f3tima ideia. As pessoas diriam a verdade durante as investiga\u00e7\u00f5es e relatariam todos os seus quase-acidentes. Tudo o que t\u00ednhamos a fazer era dizer a eles que nada de ruim aconteceria a eles se o fizessem. Fale sobre expulsar o medo!<\/p>

O que deixamos de fazer \u00e9 o que o Dr. Deming fez, ao construir seus absolutos: pensar criticamente sobre a implica\u00e7\u00e3o do conceito. Deming construiu seus absolutos ao longo de uma carreira que durou mais de 60 anos. A maioria de n\u00f3s era da escola \u201cOne Minute Manager\u201d: pensamos: \u201cParece uma boa ideia. Vamos tentar e ver como funciona. \u201d<\/p>

N\u00e3o funcionou t\u00e3o bem quanto pens\u00e1vamos. Os funcion\u00e1rios n\u00e3o confiavam em n\u00f3s, em primeiro lugar, para n\u00e3o agirmos quando nos contavam a verdade. Os poucos que o fizeram ficaram profundamente desapontados com os casos em que n\u00e3o cumprimos - ou n\u00e3o pudemos - manter nossa palavra. \u00c0s vezes, o que eles nos contavam tinha de ser tratado - incluindo sua pr\u00f3pria escolha de mau comportamento.<\/p>

Se tiv\u00e9ssemos pensado criticamente sobre o assunto "expulsar o medo" no que se refere \u00e0 seguran\u00e7a, nossa conversa poderia ter parecido com isto:<\/p>

Expulse o medo. medo de que? A resposta \u00e9 consequ\u00eancias. S\u00e3o as consequ\u00eancias que os funcion\u00e1rios temem. Quando se trata de fazer um produto de qualidade, gostar\u00edamos que eles n\u00e3o temessem as consequ\u00eancias: se temos um problema de qualidade do produto, \u00e9 melhor saber disso do que deixar que nossos clientes o encontrem para n\u00f3s.<\/p>

As consequ\u00eancias de fabricar e enviar um produto com defeito s\u00e3o as mesmas que ferimentos graves aos funcion\u00e1rios que fabricam o produto? A resposta \u00e9 n\u00e3o (a menos que o defeito do produto cause danos a outra pessoa). Nosso operador de empilhadeira quebrando a perna \u00e9 muito pior do que despachar um lote de tinta que n\u00e3o corresponde \u00e0 especifica\u00e7\u00e3o de cor. A tinta sempre pode ser devolvida.<\/p>

Por outro lado, se o operador da empilhadeira tivesse um acidente pr\u00f3ximo - quase atropelando algu\u00e9m - seria melhor sabermos sobre isso? Claro que sim. O que impediria a operadora de relatar esse quase acidente?<\/p>

Medo de que ele tivesse problemas. O que poderia acontecer se ele admitisse que estava dirigindo r\u00e1pido demais e n\u00e3o prestou aten\u00e7\u00e3o quando quase bateu naquele cara no armaz\u00e9m.<\/p>

Portanto, nosso operador de empilhadeira faz o c\u00e1lculo das consequ\u00eancias: \u00e9 melhor estar seguro (da ger\u00eancia) e n\u00e3o relatar o quase acidente do que correr o risco de ter problemas.<\/p>

\u201cArriscar-se\u201d \u00e9 a consequ\u00eancia que as pessoas temem. Isso os impede de dizer \u00e0 ger\u00eancia o que realmente est\u00e1 acontecendo l\u00e1 fora.<\/p>

\u00c9 essa a maior consequ\u00eancia que nosso operador de empilhadeira deve temer?<\/p>

D\u00ea \u00e0 pergunta mais do que um momento para pensar e um medo muito maior surgir\u00e1: o medo de causar danos graves a um colega de trabalho. Como algu\u00e9m se sentiria tendo que passar o resto de sua vida sabendo que foi respons\u00e1vel pelo ferimento permanente - ou morte - de algu\u00e9m com quem trabalhou?<\/p>

O que todos os que trabalham mais devem temer? N\u00e3o \u00e9 fazer um produto com defeito, nem mesmo sendo mastigado por n\u00e3o tomar cuidado. \u00c9 fazer algo que o magoa seriamente, ou a outra pessoa.<\/strong><\/p>

Temer essas consequ\u00eancias \u00e9 uma coisa boa. \u00c9 um medo de que todos devam querer aumentar, n\u00e3o expulsar.<\/p>

Claro, ao longo do caminho, voc\u00ea ter\u00e1 que lidar com pessoas que escolhem o medo da disciplina como seu principal motivo. Se isso os leva a seguir as regras de seguran\u00e7a e prestar aten\u00e7\u00e3o ao que est\u00e3o fazendo, n\u00e3o \u00e9 de todo ruim. O que motiva muitos de n\u00f3s a obedecer aos limites de velocidade \u00e9 a ideia de que pode haver um policial na pr\u00f3xima curva da estrada.<\/p>

A motiva\u00e7\u00e3o fundamental para seguir as regras de seguran\u00e7a e trabalhar com seguran\u00e7a deve ser impulsionada pelo medo do que um acidente faria \u00e0 vida da pessoa que se machucou. Voc\u00ea nunca quer expulsar esse medo.<\/p>

Em vez de seguir o Dr. Deming, dever\u00edamos ter escolhido seguir o conselho de Edmund Burke: \u201cO medo precoce e previdente \u00e9 a m\u00e3e da seguran\u00e7a\u201d.<\/p>

N\u00e3o reconhecer essa verdade \u00e9 um dos erros que muitos de n\u00f3s cometemos.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Em seus anos de trabalho com clientes industriais, Deming construiu o que muitos de n\u00f3s, no neg\u00f3cio de gerenciamento de fabrica\u00e7\u00e3o, aprenderiam como seus \u201c14 Absolutos de Qualidade\u201d. No meio de sua lista de absolutos, havia a condi\u00e7\u00e3o de "expulsar o medo", o medo de ter problemas por produzir produtos defeituosos e relatar problemas de qualidade era um grande obst\u00e1culo para o progresso.<\/p>","protected":false},"author":1,"featured_media":1432,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"default","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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