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Continuous Improvement By Improving Continuously (CIBIC)

Addressing the Human Factors During the Pursuit of Process Excellence

Continuous Improvement By Improving Continuously (CIBIC)

Addressing the Human Factors During the Pursuit of Process Excellence

CRC Press

Taylor & Francis Group

6000 Broken Sound Parkway NW, Suite 300

Boca Raton, FL 33487-2742

© 2018 by CIBIC Incorporated (CBIC Incorporated of Georgia)

CRC Press is an imprint of Taylor & Francis Group, an Informa business

No claim to original U.S. Government works

Printed on acid-free paper

International Standard Book Number-13: 978-1-138-74515-5 (Hardback)

This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged, please write and let us know so we may rectify in any future reprint.

Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers.

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Library of Congress Cataloging-in-Publication Data

Names: Davis, Frank A., author.

Title: Continuous improvement by improving continuously (CIBIC) : addressing the human factors during the pursuit of process excellence / Frank A. Davis. Description: Boca Raton, FL : CRC Press, 2018.

Identifiers: LCCN 2017012463 | ISBN 9781138745155 (hardback : alk. paper)

Subjects: LCSH: Continuous improvement process. | Performance. | Employee motivation. | Quality control.

Classification: LCC TS183 .D39 2018 | DDC 658.5/33--dc23

LC record available at https://lccn.loc.gov/2017012463

Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com

and the CRC Press Web site at http://www.crcpress.com

For M,

A Gift For The Ages

Executive Summary

In our increasingly complex world, our wants, needs, and problems can be both ever menacing and ever challenging. A burden for some and a curse for others, these wants, needs, and problems can cloud the mind and ravage the spirit. While some face these challenges with action, others choose the path of callous disregard in failing to address what needs to be addressed. And while some of us possess the insight, know-how, and discipline to address these challenges, others lack the cognitive prowess to pursue a better tomorrow. While these challenges are widely faced by individuals, they are also faced by groups and collective interests. While some leading-edge businesses, organizations, and institutions have erected continuous improvement systems that address wants, needs, and problems at the process and systems level, very few have extended this pursuit into the human capital realm, missing out on the opportunity to extend the pursuit of excellence to a much wider demographic. As a result, even in the midst of superior process and systems continuous improvement, the specter of systemic failure still looms largely. It is out of this fear that CIBIC arises. While some accept human capital deficiency as an unavoidable reality, CIBIC practitioners learn that human capital development is a key element of continuous improvement. By promoting a chaos- and gap-eliminating human capital system, CIBIC promotes the creation of outer strength from inner power, thus extending the pursuit of excellence to a much wider demographic. CIBIC, which is an acronym for Continuous Improvement by Improving Continuously, embraces the pursuit of excellence, individually and collectively, through the use of a system that creates excellence-promoting synergies at all levels. This system is designed to be both elegant and comprehensive. For collective interests, CIBIC promotes the pursuit of excellence through the creation of shared values and synergies that promote new efficiencies. For individuals, CIBIC promotes excellence through the creation of excellence-promoting values and practices. By creating synergies between individual and collective interests, CIBIC promotes the common core values and collective synergies that promote the pursuit of excellence at all levels. While discord, conflict, and division plague many interests, unity, synergy, and excellence reign supreme with CIBIC enthusiasts. Through CIBIC, your hopes for a better tomorrow can begin anew today.

Continuous improvement is the endeavor to promote an optimal reality through sustainable excellence. Although its language may change, its value is always constant.

ChineseJapanese

Liánxù de tigāoKeizoku-teki kaizen

Russian French Latin Greek

Amélioration continue

Continua emendationem Synechis veltiosi

GermanKorean

Ständige Verbesserung Jisogjeog-in gaeseon

SpanishPortuguese

Mejora continuaMelhoria continua

One goal, three laws, five philosophies, seven progressions, and nine drivers and qualities.

Sapphires • Composites • Frameworks • Diagrams • Models • Paradigms

Foreword

While preserving, protecting, and defending your values and principles hold great importance, only the pursuit of excellence can turn your hopes and dreams into your realities. A daily endeavor for some and an occasional desire for others, the pursuit of excellence is neither simple nor easy. In the truest sense of the word, excellence is the manifestation of vision, philosophy, and commitment, and not the relationships, size, and seniority that it is often mistaken for. In the absence of vision, philosophy, and commitment, the pursuit of excellence and continuous improvement becomes an impossible dream. Even interests with relationships, size, and seniority are destined to fail in the absence of these three excellence promoters. Ultimately, it is only through your pursuit of excellence and continuous improvement that you can make today’s dreams into tomorrow’s realities. Like a dynamic duo for change, the pursuit of excellence and continuous improvement are both critical and essential. By vanquishing the challenges that loom in the distance, continuous improvement and excellence promote the progressive actions that guarantee our successful forward pursuits. While the unknowing, unwilling, and unable turn a blind eye to these looming challenges, continuous improvement and excellence promoters always rise to the occasion. Rather than viewing challenges as unavoidable inhibitors of progress, continuous improvement and excellence promoters learn to address these looming challenges systemically and perpetually. The CIBIC system includes an elegant portfolio of performance-enhancing frameworks and methods that meet the needs of excellence enthusiasts. By promoting the pursuit of excellence individually and collectively, CIBIC succeeds where other systems fail. By extending the pursuit of excellence and continuous improvement from a limited pursuit to a comprehensive process, systems, and human capital pursuit, CIBIC extends the pursuit of excellence and continuous improvement to a much wider demographic. For those who embrace this subject matter with an open mind and an imaginative spirit, continuous improvement will become a much easier endeavor, full of the rewards that excellence brings.

Success Is a Journey and Not a Destination.

Author

F. Allen Davis is a successful startup entrepreneur, president of the Horizon Group of Companies, and chief developer of the CIBIC Continuous Improvement System. A Washington, DC native, Frank is a previous William Randolph Hearst Foundation United States Senate Youth Scholar who earned a bachelor’s degree in electrical engineering from Bucknell University and a master’s degree in business from the University of Alabama at Birmingham. Frank also earned Executive Program credentials from the Tuck School of Business at Dartmouth. During his 20-year professional career with companies including Westinghouse Electric, Honeywell, Invensys, and Johnson Controls, Frank regularly used his acumen to tackle a wide range of unique and challenging issues. As an entrepreneur, Frank has led the Horizon Group during its award-winning and regularly chronicled 15-year run as a leading diversity owned business. Frank’s perspective of continuous improvement has been widely embraced in both the business segment and academia. Frank has held numerous Board of Directors positions with both Bucknell University and the University of Alabama at Birmingham and is an active member of the National Minority Supplier Development Council and the Association for Strategic Planning. Frank is currently listed in Who’s Who Among African Americans and is a recognized successful author.

VOLTAIRE Nothing Ventured, Nothing Gained. Nothing Ventured, Nothing Gained.

BENJAMIN FRANKLIN BENJAMIN FRANKLIN

It Is Only through Our Inner Power That We Build Our Outer Strength. It Is Only through Our Inner Power That We Build Our Outer Strength.

Imagina ve Solu ons to Complex Problems Solu ons Appear to Be Simple Imagina ve Solu ons to Complex Problems Solu ons Appear to Be Simple

F. ALLEN DAVIS

ALLEN DAVIS

F.

Introduction: The Endeavor of Continuous Improvement

Perpetual change and perpetual challenges dominate our world. The realities of today and the possibilities of tomorrow are in a constant state of flux, creating great uncertainty for us all. Although troublesome for some and the source of anguish for others, these uncertainties highlight the importance of continuous improvement at all levels and in all dynamics. It is only through continuous improvement that our hopes become our dreams and our dreams become our realities. Through continuous improvement, our weaknesses become our strengths and our problems become our opportunities. While some view continuous improvement as a limited organizational pursuit, the truly insightful learn otherwise. “When we improve individually, we grow collectively” is the true mantra of continuous improvement. By embracing this mantra, we make the future brighter for us all. While some also view continuous improvement as a spontaneous pursuit, that view is flawed at best. At its foundation, continuous improvement is a continual pursuit that requires good judgment and common sense. These qualities rise from your willingness to embrace the three precursors of continuous improvement. The first precursor of continuous improvement is recognizing that only your inner power can promote your true outer strength. When we commit ourselves to the tireless development of our inner attributes, good things invariably happen. The second precursor of continuous improvement is embracing the importance of common sense in your forward pursuits. Although intuitive answers to everyday problems are widely prevalent, naivete and the lack of insight lead far too many of us to make decisions that defy rhyme and reason, making true improvement a hit-and-miss endeavor. Further complicating this precursor is the reality that what’s common sense for some, may not be common sense for others, and vice versa. The third precursor of continuous improvement is recognizing that needless risk often creates needless trauma. When we discount gaps and our chaotic realities, we promote the very trauma that we should generally seek to limit. In the absence of these three precursors, the pursuit of excellence and continuous improvement both wane, promoting the presence of the gaps and

chaotic realities that we should always seek to avoid. These harbingers of discord, destroyers of progress, devastators of hope, and extinguishers of dreams have been a stain on society and our collective best interests since the dawn of time. Our disappointments, our deficiencies, our conflicts, and our discords all rise from the bog of this disruptive duo. It is only through continuous improvement that we can render these gaps and chaotic realities irrelevant, insignificant, and inconsequential. While many struggle with this pursuit, others experience great success. Those who succeed learn that the pursuit of excellence and continuous improvement is best pursued at all levels. While many organizations have achieved process and systems excellence in their business endeavors through the use of Kaizen, Lean, Six Sigma, and ISO continuous improvement, efficiency, and quality systems, many have failed at extending this excellence into the human capital realm, thus missing out on an opportunity to extend the full reach of excellence. And while some of these organizations have learned to promote limited human capital continuous improvement to reinforce their continuous improvement, efficiency, and quality initiatives, most stop short of promoting the comprehensive human capital continuous improvement that promotes the pervasive pursuit of excellence. The CIBIC system addresses this disconnect through the use of a McGregor Theory Y1 compliant seamless approach to continuous improvement. By addressing the limitations of Kaizen, Lean, Six Sigma, and ISO, CIBIC transforms continuous improvement from a limited process and systems endeavor to a comprehensive process, systems, and human capital pursuit. As noble as this pursuit may seem, it is not without its challenges. For some, the lack of insight, commitment, and maturity can turn this pursuit into a daunting endeavor. For countless others, the loss of hope and hopelessness provides an even greater barrier to progress. While recognizing your impediments is a good first step, that recognition alone is not enough. While recognition is indeed a promoter of continuous improvement and excellence, only your tireless and preemptive actions in pursuit of continuous improvement and excellence will alter your destiny. For those who seek this new reality, CIBIC can be a guiding light. CIBIC, while refreshingly new and creatively imaginative, recognizes the contributions of W. Edwards Deming 2 to the pursuit of quality and continuous improvement. Deming was a twentieth-century engineer, statistician, author, lecturer, and management consultant who advanced the pursuit of quality and continuous improvement through his widely recognized principles. These principles, although organizationally brilliant and creatively imaginative, did not

address human capital continuous improvement in comprehensive terms, the same limitation that plagues the other continuous improvement, efficiency, and quality systems. This systemic continuous improvement gap, as highlighted in Figure I.1, is elegantly addressed using the comprehensive assortment of frameworks, models, and methods that are elements of the CIBIC system. CIBIC addresses this continuous improvement gap by highlighting a human capital continuous improvement system that simultaneously promotes process and systems continuous improvement.

Processandsystems

FIGURE I.1 CIBIC comprehensive continuous improvement.

By touting human capital continuous improvement as the essential precursor of process and systems continuous improvement, CIBIC promotes the pursuit of excellence through common sense, sound intuitive decision making, and the tireless pursuit of sustainability. By embracing these qualities enthusiastically, we promote the pursuit of excellence and not the pursuit of mediocrity and failure that plagues far too many, avoiding the poor practices and standards that spawn their existence. These poor practices and standards have laid claim to far too many, extending the reach of misery much further than it needs to extend and promoting the very gaps and chaotic realities that are always best avoided. While these rogue elements can be difficult to identify, address, and eliminate, your effectiveness or lack thereof in eradicating these harbingers of misery will undoubtedly influence your pursuit of excellence and continuous improvement. Those who succeed in this endeavor will promote a better tomorrow, while those who fail face the constant specter of misery, mediocrity, and heartache. By promoting continuous improvement in your individual and collective endeavors, CIBIC helps to eradicate the gaps, chaotic realities, failure, and mediocrity that preclude the pursuit of excellence. For those who embrace CIBIC, life holds infinite potential. Scaling the highest peaks and winning against all odds are all possible, probable, and even likely for CIBIC enthusiasts and CIBIC practitioners. Although the benefits of CIBIC will become intuitively obvious later, outwardly choosing and inwardly deciding to embrace the system is not without its challenges. Conflicting values, conflicting priorities, conflicting interests, and your general chaotic realities can sometimes make the pursuit of excellence an excessively challenging endeavor. And while wisdom, insight, and common sense can make this pursuit an easier endeavor, these qualities are almost always acquired over time through positive exposure and patience. Further complicating this pursuit for some are underlying social, economic, and demographic considerations that can disrupt the bilateral mechanisms for corrective action. These underlying considerations can promote doubt, malaise, disappointment, discouragement, and the general loss of hope that can render your pursuit of excellence doubtful, questionable, and improbable. While the hopeless view life’s realities with pessimism, CIBIC enthusiasts learn to view these same realities with optimism. They come to understand that it is in their power to vanquish the doubt, malaise, disappointment, and discouragement that lays claim to far too many. They also come to understand that CIBIC has the power to promote the boundless hopes and unlimited dreams that can fuel a better tomorrow. Although we are each born with

the potential to pursue a better tomorrow, many of us fail for tragic reasons. Some of us fail because of a lack of commitment, some as a result of a lack of discipline, some because of a lack of vision, and some are attributed to a wide range of avoidable circumstances, some that we discussed earlier. It is sad that even in the presence of our self-promoted shortcomings, far too many of us still expect a life full of opulence, riches, and fame. Rather than accepting the blame for our self-promoted shortcomings, far too many of us attempt to shift the blame for problems elsewhere, avoiding accountability for our self-promoted shortcomings. While the pursuit of opulence, riches, and fame is a dream for many, only continuous improvement and excellence can truly turn that dream into a reality. And while it is true that the unethical, immoral, unfair, and inconsiderate conduct of others is sometimes at the root of our problems, we must each be willing to nonetheless accept responsibility and accountability, individually and collectively, for the problems and unfavorable realities that we create and control. CIBIC practitioners and CIBIC enthusiasts learn that by actively and sustainably addressing these problems and unfavorable realities through aggressive action, they help to promote a better tomorrow for themselves and others. If you have yet to embrace the nuances of CIBIC, then a new challenge awaits: the challenge of becoming a CIBIC practitioner and CIBIC enthusiast. This challenge begins with a new understanding of the basic elements of CIBIC, including the awareness, preparation, and change subject matters. Although some of this material may seem basic on the surface, as intended, this same material will become more intuitively elegant when considered as part of the grander CIBIC system. For those who come to embrace this system, the resulting lessons learned should be both perspective altering and mentally liberating. By embracing the pursuit of excellence from mediocrity, CIBIC helps to eliminate the waste of potential, waste of material, and waste of time that plagues far too many. While CIBIC is intended to promote life, liberty, and the pursuit of happiness in a manner that is neither overbearing nor unduly restrictive, embracing the system is not always easy. For some, the nuances of CIBIC will be uncomfortable and unsettling to embrace. For others, the required leap of faith will invoke fear and reservations. In most cases, however, any resulting fears and reservations should generally wane with increasing exposure and greater familiarity. It is also important to note that your courage or lack thereof in embracing this subject matter can also influence your level of success. While it is ultimately your choice to be courageous or cowardly in the pursuit of excellence, that choice can have far-reaching

consequences and ramifications. However, in the realm of continuous improvement, a brighter future awaits the courageous, while only disappointment looms for the cowardly. We all live in a special window in time, a window in which we have the power to control our destiny through our courage and level of commitment. To not embrace that opportunity is a monumental waste of time and a sad waste of potential. Regardless of your realities, your pursuit of excellence will always begin and end with your discoveries.

1 Discovery

The pursuit of new discoveries and insight can be tiresome, stressful, and insanely thought provoking for many. The burden of information gathering creates challenges for us all. But while discovery and insight can fuel your pursuits, the lack thereof can fuel your woes. And while the pursuit of discovery is critically important, the importance of insight is no less critical. Discovery is the action or process of finding, locating, uncovering, or unearthing new information. In the absence of discovery, developing new insight becomes difficult, arduous, and widely improbable. Insight is the conscious use of discovery to promote the greater recognition, realization, comprehension, and appreciation of a specific body of knowledge. It is only through your discoveries that continuous improvement is possible, and it is only through your insight that excellence can prevail. With all of their co-dependencies and all of their interrelations, discovery and insight are distinctly unique, as shown in Figure 1.1. Discovery is built from your interactions, observations, consultations, analysis, determinations, and assessments, hereafter referred to as the six elements of discovery. Insight, on the other hand, is built from your comprehension of the relativities, contingencies, circumstances, environmental attributes, and values that exist and prevail, hereafter referred to as the six elements of insight. While discovery and insight are distinctly important, their relative importance is equal and balanced. Only discovery can promote your insight, and only your insight can promote your discoveries. While discovery is about the pursuit of information, insight is about the comprehension and interpretation of that information. Your successful use of discovery and insight is first and foremost based on your comprehension of the six elements of discovery and the six elements of insight. Each of the six elements of discovery has a unique importance. Interactions highlight your informal discussions and conversations. Observations highlight your

1.1

• Interactions

• Observations

• Consultations

• Analysis

• Determinations

• Assessments

• Relativities

• Contingencies

• Circumstances

• Environment

• Drivers

• Attributes

• Values

• Philosophies

FIGURE

visual or sensory experiences. Consultations highlight your formal discussions, conversations, and contracted engagements. Analysis highlights your numerical or scientific interpretation of a given set of information. Determination highlights your nonscientific interpretation of a given set of information. And, finally, assessment highlights your general interpretation of primarily qualitative information. Together, these six elements of discovery describe your discovery complex. The six elements of insight have alternately unique importance. Relativities highlight your strengths and weaknesses. Contingencies highlight your opportunities and threats. Circumstances highlight the specific conditions that exist. Environment highlights the wider-scale conditions that exist. Attributes highlight your prevailing drivers and qualities. And, finally, values highlight the principles and philosophies that exist or are currently being embraced and followed. In general terms, discovery promotes insight, and insight drives discovery. Before we can pursue continuous improvement and excellence, we must first be willing to embrace the importance of discovery and insight as the initial promoters of progress. While discovery promotes insight, it is ultimately our insight that promotes progress. It is only through insight that we rise, prevail, succeed, and triumph. When insight rises, prosperity grows, but when insight wanes, chaos rises. It is only through our insight that we can vanquish chaos. Like a menacing storm cloud, chaos is ever present, ever menacing, and ever threatening. Crushing in influence and demoralizing in effect, chaos ruins lives, crushes hopes, and extinguishes dreams. From conflict and discord to gridlock and destruction, chaos can wreak widespread havoc and total devastation. It is only through the prevention of chaos that your dreams for tomorrow can become a reality today. But what is chaos? Chaos is the manifestation of the despair, deficiency, and destruction that you experience in your everyday endeavors. While gaps promote chaos, chaos can correspondingly promote gaps. As was the case with discovery and insight, it is only through your understanding of chaos and gaps that the pursuit of excellence is possible. While gaps represent our specific deficiencies, chaos represents our general realities. And whereas gaps are generally easy to grasp, chaos is much harder to classify. Gaps highlight the differences between our current and our desired realities, usually measured qualitatively or quantitatively. While all gaps require your attention, the severity of gaps can vary greatly. While some gaps can spawn chaos, other gaps are nonchaotic and purely attention invoking in nature. When gaps spawn chaos, the urgency of corrective action increases markedly. Chaos, on the other hand, is a much more

dynamic subject matter. Chaos is the manifestation of nine dynamics: social, economic, psychological, physiological, environmental, technical, chronological, performance, and biological–chemical–pharmacological dynamics, also referred to as the nine Chaos Designation Types (CDTs) as shown in Figure 1.2. Social chaos highlights those societal realities that affect and otherwise influence our social status, social adaptability, and social awareness. Economic chaos highlights those financial and monetary realities that affect and otherwise influence our standard of living, capital access, capital utilization, investment posture, cost dynamics, and compensation, among others. Physiological chaos highlights those physical realities that affect and otherwise influence our ability to physically meet or exceed a given set of expectations. Psychological chaos highlights those mental, cognitive, intellectual, and neurological realities that affect and otherwise influence our ability to mentally meet or exceed a given set of expectations.

Environmental chaos highlights those earth, air, water, climate, pollution, atmospheric, and toxicology realities that affect and otherwise influence the ability of our planet and our habitat to sustain life and meet or exceed a given set of agreed upon standards for minimum human existence. Technical chaos highlights those usability, convenience, innovative, and design realities that affect and otherwise influence our ability to produce and use tangible and intangible products, systems, services, software, and solutions. Chronological chaos highlights those timing, time span, elapsed time, and time delay realities that impact and otherwise influence our ability to meet or exceed a specific time requirement. Performance chaos highlights those quality, safety, reliability, legality, accuracy, academic achievement, and professional realities that control or otherwise influence our standing versus the prevailing expectations that exist. Bio–chem–pharma chaos highlights the genetic, life safety, pharmacological, chemical, and substance-related realities that control or otherwise influence the nonenvironmental elements of our existence. Within the nine chaos types, the severity and significance of chaos can vary. While some view chaos in absolute terms, the severity of chaos can vary greatly. The Chaos Severity Level (CSL) classifies chaos in one of three levels: despair, deficiency, and destruction levels. Despair, the first and most acute level of chaos, is described by the active presence of irritation, inconvenience, and general concern. While despair may be viewed by many as an unavoidable life circumstance, the reality is that its existence is often a gateway enabler for more invasive and severe levels of chaos. Deficiency, the second and

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ÉTIENNE’S ROYAL GREEKS

Text Page (10¼ × 6 inches)

From Novum Jesu Christi D. N. Testamentum, Paris, 1550

Of course, they were too beautiful to be practical. In the Roman letters typecutters had already found that hand lettering could no more be translated directly into the form of type than a painting can be translated directly into a tapestry, without sacrificing some of the characteristic features of each. With

the Greek letters, the problem was even more difficult, and the Royal Greeks offered no end of complications to the compositors, and added disastrously to the expense of the production. When Plantin came along, he based his Greek type upon Étienne’s, but his modifications make it more practical. Compare the Royal Greeks with Plantin’s Greek on page 231 and see how much beauty and variety was lost in the revision.

François I found himself in an impossible position between his desire to encourage Étienne in his publications and the terrific pressure brought to bear by the ecclesiastical censors. Just as the people had awakened to the value of books, not to put on shelves, but to read in order to know, so had the Church recognized the importance of controlling and influencing what those books contained. Throughout Robert Étienne’s entire tenure of office there raged a conflict which not only seriously interfered with his work, but distinctly hampered the development of literature. Had François lived longer, Étienne’s volumes might have reached a level equal to that attained by his Italian predecessors, but Henri II was no match for the censors. In 1552 Robert Étienne, worn out by the constant struggles, transferred his office to Geneva, where he died seven years later. His son Henri continued his work, but except for his Thesaurus produced little of typographical interest.

Had it not been for this bitter censorship, France might have held her supremacy for at least another half-century; but with the experiences of Robert Étienne still in mind, it is easily understood why the Frenchman, Christophe Plantin, in whom surged the determination to become a masterprinter, sought to establish himself elsewhere.

By the middle of the sixteenth century Antwerp had assumed the proud position of leading city of Europe. The success that came to the Netherlanders in commerce as a result of their genius and enterprise later stimulated their interest in matters of religion, politics, and literature. Just as the tendencies of the times caused the pendulum to swing away from Italy to France, so now it swung from France toward the Netherlands. I had never before realized that, with the possible exception of certain communities in Italy, where the old intellectual atmosphere still obtained, there was no country in the world in which culture and intelligence were so generally diffused during the sixteenth century. How much more than typography these volumes have taught me!

It was inevitable that the art of printing should find in Belgium its natural opportunity for supreme expression. At the time Plantin turned his eyes in the direction of Antwerp, one entire quarter of that city was devoted to the manufacture of books. This apparently discouraged him, for at first he established himself as a bookbinder a little way out of the city. Later he added a shop for the sale of books; but in 1555 he moved boldly into Antwerp, becoming a full-fledged printer and publisher, soon demonstrating his right to recognition as the master-printer of his time.

By this time the words of Luther had attracted the attention of the Christian world more particularly than ever to the Bible. The people considered it the single basis of their faith, and upon their familiarity with it depended their present and future welfare. It was natural that they should attach the greatest importance to the possession of the most authentic edition of the original text. What more glorious task, then, could a printer take upon himself than to provide correct texts, to translate them with scrupulous exactitude, and to produce with the greatest perfection the single book upon which was based the welfare of men and of empires!

CHRISTOPHE PLANTIN, 1514–1589

From Engraving by Edme de Boulonois (c. 1550)

This was the inspiration that came to Christophe Plantin, and which gradually took form in the Biblia Polyglotta, the great typographic achievement of the sixteenth century. On the left-hand page should appear the original Hebrew text, and in a parallel column should be a rendering into the Vulgate (page 230). On the right-hand page the Greek version would be printed, and beside it a Latin translation (page 231). At the foot of each page should be a Chaldean paraphrase.

Antwerp was then under Spanish domination. Plantin at once opened negotiations with Philip II of Spain, and was finally successful in securing from that monarch an agreement to subsidize the undertaking,—a promise which unfortunately was never kept. It is probable that the King was

influenced toward a favorable decision by the struggle that occurred between Frankfort, Heidelberg, and even Paris, for the honor of being associated with the great work. Philip subscribed for thirteen copies upon parchment, and agreed to pay Plantin 21,200 florins. He stipulated, however, that the work should be executed under the personal supervision of one Arias Montanus, whom he would send over from Spain. Plantin accepted this condition with some misgivings, but upon his arrival Montanus captivated all by his personal charm and profound learning.

In February, 1565, Plantin employed Robert Grandjon, an engraver of Lyons, to cut the Greek characters for the work, basing his font upon the Royal Greeks. They are still beautiful because they are still unpractical, but they cannot compare with their models any more than later fonts of Greek, cut with the rigid requirements of typography in mind, can compare with these. Grandjon also supplied Plantin with all his Roman, and part of his Hebrew types, the balance being cut by Guillaume Le Bé, of Paris, Hautin of Rochelle, Van der Keere of Tours, and Corneille Bomberghe of Cologne.

Title Page (13¼ × 8¼ inches)

PLANTIN’S BIBLIA POLYGLOTTA, Antwerp, 1568
Page of Preface from Plantin’s Biblia Polyglotta, Antwerp, 1568 (13¼ × 8¼ inches)

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Text
of Plantin’s Biblia Polyglotta, Antwerp, 1568 (13¼ × 8¼ inches)

Text Page of Plantin’s Biblia Polyglotta, Antwerp, 1568 (13¼ × 8¼

inches)

PLANTIN’S BIBLIA POLYGLOTTA, Antwerp, 1568

Second Page (13¼ × 8¼ inches)

The eight massive parts of the Biblia Polyglotta appeared during the years 1568 to 1573. The first volume opens with a splendid engraved title, representing the union of the people in the Christian faith, and the four languages of the Old Testament (opp. page). In the lower, right-hand corner appears the famous Plantin mark. Immediately following are two other engraved plates (page 232), illustrative as well as decorative in their nature. One of these pages gives to the faithless Philip an undeserved immortality. There are also single full-page engravings at the beginning of the fourth and fifth

volumes. Twelve copies were printed on vellum for King Philip. A thirteenth copy on vellum was never completed. In addition to these, ten other copies were printed on large Italian imperial paper, and were sold at 200 florins per copy. There were 300 copies on imperial paper at 100 florins, and 960 printed on fine royal Troyes paper, which were offered to the public at 70 florins each, with ten florins discount to libraries. One of the vellum copies was presented by the King to the Pope, another to the Duke of Alba, and still a third to the Duke of Savoy, the remaining copies being left in the library of the Escurial.

King Philip was so pleased with the volumes that he created Plantin Prototypographe, ruler over all the printers in the city,—a polite and inexpensive way of escaping his obligations. The world acclaimed a new master-printer; but these honors meant little to pressing creditors.

What a series of misfortunes Plantin endured! Stabbed by a miscreant who mistook him for some one else; hampered by censorship in spite of previous assurances of liberty in publications; his property wiped out again and again by the clashes of arms which finally cost Antwerp her pre-eminence; forever in debt, and having to sell his books below cost, and to sacrifice his library to meet pressing financial obligations;—yet always rising above his calamities, he carried on his printing office until his death in 1589, when he left a comfortable fortune of above $200,000.

Historically, Plantin’s contribution to the art of printing can scarcely be overestimated, yet technically he should be included in the second rather than the first group of early master-printers. The century that had elapsed since Gutenberg had removed many of the mechanical difficulties which had been obstacles to his predecessors. The printer could now secure printed copy to be edited and improved. Scholars were easily obtainable from the universities for editing and proofreading. Printing machinery could be purchased instead of being manufactured from original models. The sale of books had been greatly systematized. A printer could now devote himself to his art without dividing himself into various semi-related parts. Plantin proved himself a business man. Who else ever established a printing or publishing business on such an enduring basis that it continued for three hundred years! In bequeathing it to his daughter and his son-in-law, Moretus, Plantin made the interesting injunction that the printing office was always to be maintained by the son or successor who was most competent to manage it. If no son qualified, then the successor must be selected outside the family. Fortunately, however, there were sons who, each in his generation but with diminishing ability, proved his right

to assume the responsibility, and the business was actually continued in the family down to 1867. A few years later the property was purchased by the city of Antwerp for 1,200,000 francs, and turned into a public museum.

Device of Christophe Plantin

I never visit the Plantin Museum at Antwerp without feeling that I have come closer to the old master-printers and their ideals. Here is the only great printing establishment of the past that time and the inroads of man have left intact. The beauty of the building, the harmony of the surroundings, the old portraits, the comfort yet the taste shown in the living-rooms,—all show that the artist-printer sought the same elements in his life that he expressed in his work. Entering from the Marché du Vendredi, I find myself face to face with a

small tablet over the door on which is the device of Christophe Plantin, “first printer to the King, and the king of printers.” Here the familiar hand, grasping a pair of compasses, reaches down from the clouds, holding the compasses so that one leg stands at rest while the other describes a circle, enclosing the legend Labore et Constantia. Within the house one finds the actual types, and presses, and designs by Rubens and other famous artists, that were employed in making the Plantin books. The rooms in which the master printer lived make his personality very real. In those days a man’s business was his life, and the home and the workshop were not far separated. Here the family life and the making of books were so closely interwoven that the visitor can scarcely tell where one leaves off and the other begins.

In the vocabulary of booklovers, the name Elzevir suggests something particularly choice and unique in the making of books. These volumes cannot compare favorably with many products of the press which preceded and followed them, yet the prestige which attended their publication has endured down to the present day. The original popularity of the Elzevirs was due to the fact that after a century of degradation, some one at last undertook to reclaim printing from the depths.

Printing, after reaching such heights so soon after its beginnings, had steadily declined. The art may really be said to have had its origin in Italy, as the work from Gutenberg’s office, while extraordinary and epoch-making, could not rank with the best of the fifteenth-century Italian productions. The French volumes of the early sixteenth century were splendid examples of typography and presswork, but they did not equal those of their Italian predecessors. Christophe Plantin’s work in Antwerp was typographically unimportant except for his Biblia Polyglotta; and after Plantin, which takes us to the end of the sixteenth century, printing passed from an art into a trade. The Elzevirs were craftsmen rather than artists, but the best craftsmen of their period.

All this was a natural reaction. The book-buying public had come to demand the contents of the book at a cheaper price rather than volumes of greater technical excellence at a correspondingly higher cost. As we have seen, Sweynheim and Pannartz had ruined themselves by their experiments in Greek; the Aldine Press was saved from bankruptcy only by the intervention

of Grolier. Henri Étienne, son of the great Robert Étienne, who endeavored to emulate his father’s splendid work, came to financial grief in producing his Thesaurus; and Plantin could not have withstood the drain of his Biblia Polyglotta had it not been that he was commercially far-sighted enough to turn his plant over to the manufacture of inexpensive and less carefully made books.

By the end of the sixteenth century cheaper paper, made in Switzerland, came into the market, and this inferior, unbleached product largely replaced the soft, fine paper of Italian and French manufacture which had contributed in no small part to the beauty of the printed pages. Ink manufacturers had learned how to produce cheaper and poorer ink, and the types themselves, through constant use, had become worn down to such an extent that real excellence was impossible.

Holland was the natural successor to Belgium in the supremacy of printing. The devastations of war had brought trade to a standstill in the Netherlands, while the city of Leyden had won the attention and admiration of the world for its heroic resistance during the long Spanish siege. To commemorate this event, William of Orange, in 1575, founded the University of Leyden, which quickly took high rank among scholars, and became the intellectual and literary center of Europe.

Thither the battle-scarred Plantin betook himself at the suggestion of Lipsius, the historian, who was now a professor in the new University. In Leyden, Plantin established a branch printing office. He was made Printer to the University, and for a time expected to remain here, but the old man could not bring himself to voluntary exile from his beloved Antwerp. Plantin’s Leyden printing office had been placed in charge of Louis Elzevir, and when the veteran printer determined to return to Antwerp it would have seemed natural for him to leave it in Louis Elzevir’s hands instead of turning it over to his son-in-law, Raphelengius. This Elzevir, however, although the founder of the great Elzevir house, was not a practical printer, being more interested in bookselling and publishing; so distinction in printing did not come to the family until Isaac, Louis Elzevir’s grandson, became Printer to the University in 1620. Fifteen years later, Bonaventura and Abraham Elzevir made the name famous through their editions of Terence, Cæsar, and Pliny.

Up to this time the favorite format had been the quarto volume, running about 12 by 18 inches in size. The Elzevirs boldly departed from the beaten path, and produced volumes running as small as 2 by 4 inches. They cut types of small size, showing no special originality but based on good Italian models,

and issued editions which at first met with small favor. “The Elzevirs are certainly great typographers,” the scholar Deput wrote to Heinsius in 1629. “I can but think, however, that their reputation will suffer in connection with these trifling little volumes with such slender type.”

Contrary to this prediction, the new format gradually gained favor, and finally became firmly established. The best publisher-printers in France and Italy copied the Elzevir model, and the folios and the quartos of the preceding ages went entirely out of style.

ELZEVIR’S TERENCE, 1635

Engraved Title Page (Exact size)

ELZEVIR’S TERENCE, Leyden, 1635

Text Pages (4 × 2 inches)

The Terence of 1635 is the volume I selected for my collection (page 242). While not really beautiful, it is a charming little book. The copper-plate title (page 241) serves not only its original purpose but is also an illustration. The Elzevirs were wise enough to go back a hundred years and revive the practice of the copper-plate title, which had been discarded by intermediate printers because of its expense. The types themselves, far superior to other fonts in use at that time by other printers, were especially designed for the Elzevirs by Christoffel van Dyck. The interspacing of the capitals and the small capitals, the arrangement of the margins, and the general layout all show taste and knowledge of typographical precedent. The presswork would appear to better advantage except for the impossibility of securing ink of consistent quality.

The Elzevirs showed a great advance in business organization over any of their predecessors. Freed from oppressive censorship, they were able to issue a long list of volumes which were disposed of through connections established in the principal book centers of Italy, France, Germany, and Scandinavia, as well as throughout the Netherlands themselves. There is no record of any Elzevir publication proving a failure; but, by the same token, one cannot say

that the Elzevirs accomplished as much for the art to which they devoted themselves as did the master-printers in whose steps they followed.

Curiously enough, it was not until the eighteenth century that England produced volumes which were pre-eminent in any period. Caxton’s work, extraordinary as it was, competed against books made at the same time in Venice by Jenson, and were not equal to these Italian masterpieces. I have a leaf from a Caxton volume which I often place beside my Jenson volume, and the comparison always increases my wonder and admiration for the great Italian printer. Caxton’s work was epoch-making, but until John Baskerville issued his Virgil in Birmingham, in 1757, England had not produced a volume that stood out, at the moment of its publication, as the best of its time.

John Baskerville (1706–1775)

John Baskerville is one of the most unique characters to be found in the annals of printing. He had been in turn a footman, a writing teacher, an engraver of slate gravestones, and the proprietor of a successful japanning establishment. He showed no special interest in types or books until middle age, and after he had amassed a fortune. Then, suddenly, he designed and cut types which competed successfully with the famous Caslon fonts, and produced his Virgil, which, as Benjamin Franklin wrote in presenting a copy to the Harvard College Library, was “thought to be the most curiously printed of any book hitherto done in the world.” Macaulay called it, “The first of those magnificent editions which went forth to astonish all the librarians of Europe.”

The Baskerville types were at first received with scant praise, although even the severest critics admitted that the Italic characters, from which was eliminated that cramped design seen in the Italics of other foundries of the period, were essentially beautiful. A letter written by Benjamin Franklin to Baskerville in 1760 is of amusing interest:

Let me give you a pleasant instance of the prejudice some have entertained against your work. Soon after I returned, discoursing with a gentleman concerning the artists of Birmingham, he said you would be the means of blinding all the readers of the nation, for the strokes of your letters being too thin and narrow, hurt the eye, and he could never read a line of them without pain. “I thought,” said I, “you were going to complain of the gloss on the paper some object to.” “No, no,” said he, “I have heard that mentioned, but it is not that; it is in the form and cut of the letters themselves, they have not that height and thickness of the stroke which makes the common printing so much more comfortable to the eye.” You see this gentleman was a connoisseur. In vain I endeavored to support your character against the charge; he knew what he felt, and could see the reason of it, and several other gentlemen among his friends had made the same observation, etc.

Yesterday he called to visit me, when, mischievously bent to try his judgment, I stepped into my closet, tore off the top of Mr. Caslon’s Specimen, and produced it to him as yours, brought with me from Birmingham, saying, I had been examining it, since he spoke to me, and could not for my life perceive the disproportion he mentioned, desiring him to point it out to me. He readily undertook it, and went over the several founts, showing me everywhere what he thought instances of that disproportion; and declared, that he could not then read the specimen without feeling very strongly the pain he had mentioned to me. I spared him that time the confusion of being told, that these were the types he had been reading all his life, with so much ease to his eyes; the types his adored Newton is printed with, on which he has pored not a little; nay, the very types his own book is printed with (for he is himself an author), and yet never discovered the painful disproportion in them, till he thought they were yours.

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