Marketplace looks at the Apple economy in China [the broken link was removed]. Marketplace is an excellent source of actual journalism; rare in the post Bill Moyers days, sadly.
A look inside a Foxconn factory< [the broken link was removed]
The first misconception I had about Foxconn’s Longhua facility in the city of Shenzhen was that I’ve always called it a ‘factory’ — technically, it is. But after you enter the gates and walk around, you quickly realize that it’s also a city — 240,000 people work here. Nearly 50,000 of them live on campus in shared dorm rooms. There’s a main drag lined on both sides with fast-food restaurants, banks, cafes, grocery stores, a wedding photo shop, and an automated library. There are basketball courts, tennis courts, a gym, two enormous swimming pools, and a bright green astroturf soccer stadium smack-dab in the middle of campus. There’s a radio station — Voice of Foxconn — and a television news station. Longhua even has its own fire department, located right on main street. This is not what comes to mind when you think “Chinese factory.”
Yet it is: as you walk beyond the civic center of Longhua, the buildings begin to change.
[the embedded video was removed, so I removed the link]
From a management perspective there is a great deal to be desired in Apple’s manufacturing practices. The economic perspective however, for me, provides a much different picture than those in rich countries (USA, Europe, Singapore, Japan…) often feel.
The jobs provide workers a chance to earn what for them is a great deal of money. Yes the conditions are harsh – I wouldn’t want to have to work there. But I am pretty sure I would not be happier, if I lived in China, and everything else remained the same in China except now all the Apple products were made in Singapore, USA and Spain.
It is good that Apple has pressure to improve conditions at their plants. I also wish they would adopt more lean thinking in their management system. Doing so would likely include moving production to at least 2 or 3 locations (probably adding the Americas and Europe while remaining in China). Apple pays a great deal of attention to customer focus (though they still have plenty to do here too); they really need to pay much more attention to respect for employees (I include their sub-contractors in this statement).
The market is also working. Chinese salaries are rising rapidly. From a very low wage, but still rapidly which is a great thing for tens of millions of people. And there are huge economic spillover affects as those people spend and invest their money (as one of the workers was quoted as saying he is saving up money while working at Foxconn to open his own construction business).
Related: Apple’s Impossibly Good Quarter – You’ve Got to Find What You Love to Do, Steve Jobs – Sometimes Micro-managing Works – China Becomes World’s Largest Manufacturer in 2010
How Could They Know?
I am a big fan of Dr. Deming’s ideas on management. The way I see one of the quotes of Dr. Deming used I don’t agree with. Dr. Deming said “How could they know?” to explain why people continued to follow less successful practices (for example, page 55 of Out of the Crisis). How could they know of better practices, he would say.
I must say I have always thought the answer to that question was pretty easy. They could learn about the job they were paid to do. It is a shame that many organizations do a very poor job of preparing or coaching those they promote into management for their new position. However, I don’t see that as an excuse to fail to learn yourself.
There are plenty of books with great information. How could they know? They could read.
Yes, there are also plenty of management books filled with nonsense. That does make it a bit more difficult. But I still don’t have much sympathy for hearing, “how could they know” as a reason for continuing performance appraisals or failing to understand variation or falling to know that “motivating” through monetary rewards backfires or… If you wish to manage human systems I don’t think it is too much to expect you to know about how to do so, and have the knowledge to distinguish nonsense from well reasoned thoughts.
If you want to take on a management job you should take your responsibility seriously. Choosing not to take advantage of the wealth of great material in the past 70 years on how to manage more effectively is not a decent excuse. How could they know? They could take responsibility to learn. If they chose not to do so that is their choice. They chose not to know. I guess some can see that as an acceptable excuse. I don’t.
If they are trying to apply ideas and having trouble: I have sympathy for that. Applying ideas on management is not easy. Human systems are complex and there are no simple guides that tell what is needed in your specific situation and organization. but ignorance of basic management principles, with no evidence of concerted efforts to learn I don’t have sympathy for.
I seem to expect more from managers than most people I talk with. Most seem to find it a perfectly acceptable excuse that a manager never bothered to learn about management. I don’t really understand that. Dr. Deming did seem to hold senior executives accountable for failing their organizations, but he was more accepting of manager’s ignorance than I am.
Read and use The Leader’s Handbook and The Improvement Guide and you will be well ahead of most of the management practice I see.
Related: Curious Cat Essential Management Books – Bad Management Results in Layoffs – The Importance of Management Improvement