Wednesday, September 29, 2004
Comment on How to Destroy Morale #1 from the excellent Agile Management Blog.
If you want to learn to be more like Morris the Deming Institute has a seminar for you: How to Create Unethical, Ineffective Organizations That Go Out of Business. Full disclosure, I played a small part in helping design the seminar. Serious the seminar is designed to help managers focus on the poor practices most complain about in the morning and then tolorate or actual pactice in the afternoon. The seminar is designed to provide practical alternatives practices that will improve results.
Robert Rodin will speak on his experience as the CEO of Marshall Industries at the seminar. He wrote an excellent book on the experience of transforming Marshall Industries: Free, Perfect and Now.
Thursday, September 23, 2004
Originally posted to the Deming Electronic Network, 22 Sep 1999, in reponse to this message
I would like to say that I think it is good that we have disagreements on the DEN. I think it is a strength of the DEN, not a weakness. However, I think we sometimes get to personal with no real purpose. One example of this, for me, is: "Well, I guess we knew different Demings. Mine was a teacher named Dr. W. Edwards Deming." I doubt this statement is meant to be taken literally, and if it is not I do not see what it adds to the discussion. I point this out not because I think this is some bad act that should be punished but that I think we need to continue to develop a sense of how we wish to express our disagreements and I think that we should try to do so more constructively.
>>> "For the past 60 years we've been looking for the magic bullet that will improve the quality of our products, services and lives. In the 1940s, we applied statistics through sampling, SPC and design of experiments to improve our products. In the 1950s, we used quality cost and total quality control to bring about quality improvement. In the 1960s, zero defects and MIL-Q-9858A drove the quality improvement process. In the 1970s, quality circles, process qualification and supplier qualification became key quality issues. In the 1980s, employee training in problem solving, team activities and just-in-time inventory were the things to do."
I do have first hand knowledge of the 80's and the idea that we did "employee training in problem solving, team activities and just-in-time inventory" well is not even close to accurate. We sent people to training on these things but other than JIT inventory the effectiveness of these efforts were poor (with a few exceptions that really did well).
"Quality" is not being practiced anywhere close to the level with which I am satisfied with in more than a few organizations. We have huge improvements to make in the practice of DoE, SPC, process improvement, having decisions made by the appropriate level (as close to the issue as possible), leadership, teamwork, data based decision making, the use of basically all the Quality tools, systems thinking, transformation... We are much closer to the 3rd grade level in the practice of Quality Management than we are to doing so well that we now need to shift our focus to new problems (I also think Deming understood that we have not come close to applying his ideas asthey should be applied - within a system…).
In my opinion, the main reason 6 sigma is doing so well is because it does a better job at actually getting the tools used (it would be best to transform the organization but if that is not going to happen - which is a safe bet for most every organization - 6 sigma does a good job of getting the tools used successfully). I have problems with 6 sigma but overall I think the reason it is popular is precisely because the paragraph above is wrong. We talked a good deal about some of those issues in some of those decades but we did notcome close to adopting them as our way of doing business.
If someone missed out on the idea that creating joy in work and other "obligations to humanity" were part of quality in the 80's and 90's I don't see how casting it as some new idea is going to get us to focus on it. One of my problems with 6 sigma is what I think is a lack of focus on these important ideas, I could keep going but I have to end sometime so I will.
Curious Cat Deming Connections
Sunday, September 05, 2004
Topic: curiouscat.com – New articles section
We have added a new section to our web directory, Curious Cat Cool Connections. Curious Cat Article Connections provides focused topical collections of articles, reports and web sites on topics including: investing, management, health care and technology.
Since the topics included just reflect what happens to spark my interest, it likely will retain an acclectic nature. I select related documents that I find worthwhile on each topic. Feel free to send me links to articles you would like to see include using the feedback option (found on the footer of every page of the curiouscat.com site or here).
Thursday, September 02, 2004
Topic: Management - Library Additions
The Curious Cat Online Management Improvement Library includes hundred of online documents that have been individually selected as worthwhile for those interested in improving performance. The articles, reports, files, handbooks and guides touch on many areas of management improvement including: Customer Focus, Systems Thinking, Understanding and Managing with Variation, Six Sigma, Design of Experiments, Statistics, Innovation, Creativity, Pychology, Joy in Work, Continual Improvement, Mistake Proofing (Poka Yoke), Leadership, Teams, Process Improvement and Project Management.
Recent additions to the Curious Cat Online Management Improvement Library include:
- Six Sigma Sharpens Services by Zachery Brice
- Quality Best Practices in Government by Thomas J. Mosgaller
- Inside the Mind of Jeff Bezos by Alan Deutschman
- Making the Business Case for Agile Management by David J. Anderson (on software development)
- My Thoughts after 6 Sigma Conference by John Hunter