Education

from the Perspective of Competitive Advantage

by
Edwin B. Dean

Scherkenbach (1986) notes that

Management will recognize the need for education and retraining when they realize that people are an asset and not an expense.

Lalli (1996) provides convincing dollars and sense evidence that investors should

stick to companies that believe in giving their workers the tools to get the job done.

Education is the core for improving competitive advantage. Scherkenbach (1986) further notes that

For years industry has accused academia of not teaching anything relevant. And for years academia has been replying that they are the bastion of of theoretical purity and that industry better start using it. I think it is time for nonacademic sectors to recognize academia as their most important supplier and either begin to work with them or develop another source.

I think that it is equally important for academia to recognize that the nonacademic sectors are their customers and that they need to supply what their customers expect, desire, and get excited about. To accomplish this need not detract from theoretical purity and may even enhance it through social focus.

As a society, we are what we have observed and absorbed. It is through education that we observe and absorb. It is thus through education that we are what we are. If we do not like what we observe in ourselves and our society, then we can justifiably look to education as a major cause. We can also justifiably look to education to create the change necessary to improve our society. The answer is not more prisons, but is better education. We need to treat the cause, not the symptom!

Quality is a major factor in competitive advantage. Problem solving is a major factor in Quality. The JUSE Problem Solving Research Group (1991) describes the Japanese Union of Scientists and Engineers curriculum for the introductory 6 month in-house course on problem solving. Planning and management are also major factors in quality. Nayatani, Eiga, Futami, and Miyagawa (1994) provides a curriculum for the seven management tools. Wolverton (1996) lights the path toward quality learning.

References

JUSE Problem Solving Research Group (1991). TQC Solutions: The 14-Step Process, Volume I, The Problem-solving Process, Productivity Press, Cambridge MA.
Lalli, F. (1996). "Why You Should Invest In Companies That Invest In Their Workers," Money, March, p. 11.
Nayatani, Y., T. Eiga, R. Futami, and H. Miyagawa (1994). The Seven New QC Tools: Practical Applications for Managers, Quality Resources, White Plains NY.
Scherkenbach, W. W. (1986). The Deming Route to Quality and Productivity: Roadmaps and Roadblocks, CEEPress Books, Continuing Engineering Education Program, George Washington University, Washington DC.
Wolverton, M. (1996). "The Zealots and the Old Guard," Quality Progress, January, pp. 65- 71.

Bibliographies

Education Bibliography

Surfing the Web

Education: A Sustainable National Competitive Advantage
Hard Fun: Teaching and Learning for the Twenty-First Century
The Training Network

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