Monday, December 12, 2005

Poka-Yoke Assembly

Got Boondogle asks, Do you Read Instructions Carefully Before Assembly? Nope, I don't. I expect I can make a quick judgment if I really need to or I basically get it and can put things together well enough. I expect the supplier to make very obvious anything critical.

I am much less likely to read instructions that seem to be written by a lawyer, as I imagine are many others. If they provide simple, clear instructions I will use them (like Ikea provided for this desk I am using now). I find many good instructions require almost no words (they use pictures very well).

As Mike Wroblewski stated in his post:

Good manufacturers will recognize that there exists in our world this great divide between the instruction readers and the intuitive assemblers. Great manufacturers will put a system in place to prevent operator errors for both groups.

Poka-Yoke (mistake-proofing) is one of my favorite ideas. I just love the idea of not only making something that works well but making something that is difficult to have work badly. I encourage you to follow Mike's advice: "Look at your processes and products. How can operator errors occur? Think how a simple poka-yoke can eliminate the error and make it mistake proof."

Web site: John Grout's Mistakeproofing Site provides some everyday examples.

Book: Poka-Yoke : Improving Product Quality by Preventing Defects by Nikkan Kogyo Shimbun.

Sunday, December 11, 2005

Carnival of Lean Leadership #4

Carnival of Lean Leadership #4. As usual there are a ton of great links and this one includes links to all the posts from project kaizen.

Enjoy,

Thursday, December 08, 2005

Innovate or Avoid Risk

The Xooglers blog has some really interesting posts. In one, "But, but, that's just crazy talk!", Doug Edwards discusses a great example of what true leadership is about.

In my defense, my background conspired against me. Past public relations debacles had taught me always to evaluate worst-case scenarios before considering the possible benefits of any new initiative. "First, do no harm" had become my mantra.


This is the reality of many people. There are many reasons why avoiding risks is smart and should be encouraged. But when avoiding risks stifles innovation it the risks to the organization are huge.

And I took a notion that maybe I should be more open-minded about big ideas that, on the face of them, seemed ludicrous. I would have many opportunities to test this resolve in the years to come.

A great lesson. The hard part is that stupid decisions can easily be made when knowledge is lacking. There is no substitute for knowledge - W. Edwards Deming.

Quote from Lion of Lean, interview with Jim Womack:

So this guy, who was around 60, gives me an incredibly frosty look and says, "Because I know everything." Everything? "That's my job," he says.

You have to read the article to understand that quote.

Related Links:

Tuesday, December 06, 2005

Data Based Decision Making

Topic: Management Improvement

Acumen visits Google:

As a first step, we hope to collaborate with interested Googlers to find better ways to learn what works around the world. Identifying powerful solutions to poverty that are useful to people in different settings, and that are market-driven, scalable, and sustainable, is our greatest challenge. Second, we're hoping to strengthen how the world measures both social and financial returns to investments in delivering critical goods and services to the poor. Like Google, we hold a deep belief in the power of measuring everything we can.


Google has done a fantastic job of using data to make decisions. In fact so much so, that some think they may go overboard trying to find an algorithm for everything. My dinner with Sergey:

It was a classic Google moment. Your S.A.T. score was the measure of your intellectual capability; your GPA represented the numerical summary of your ability to execute on that potential. Your value to Google could be plotted using those two data points.

Sergey's desire to reduce every decision to an equation would cause me a fair amount of frustration in the years to come. While it forced a discipline on me that was likely lacking in my career up to that point, it also went against my deeply-held conviction that some things are not expressible simply by deriving the correct algorithm. A lot of engineers at Google would dispute that with religious conviction, though they might admit that deriving the correct algorithm would be "non-trivial."


I believe you can't measure everything that is important. I also believe in most organizations the amount of stuff you can't measure usefully and realistically is quite a bit higher than it is for Google. Having highly intelligent, skilled and experienced people who can derive complex formulas effectively does greatly expand the effective use of measurements.

Still there are limits, and those limits are much lower for most organizations that have neither, thousands of phd level mathematicians, rocket scientists, software engineers etc. nor a anything approaching Google's percentage of such people.

Still I think we will benefit from the innovation that will continue to take place at Google. The are making great strides in using data to inform their decision making process.

Monday, December 05, 2005

Performance of People and Appraisal

The Statistical and Scientifc Thinking blog has several interesting posts on the Performance of People:

Why can'’t performance be numerically rated and ranked? It can'’t be defined operationally, it can'’t be measured with any degree of precision, it canĂ‚’t be separated from other effects, and it is destined to vary over time in any case. Any one of these factors present significant (if not insurmountable) problems itself. Combined the problems create an impossible barrier.


Performance of People III:

This essentially ended the practice of raise administration as a '‘zero sum'’ game. Many (if not most) companies make a total figure available for raises. That figure is then stated in terms of a percentage of total salaries. Each supervisor is instructed to average’ that percentage in administering raises among his or her employees. Thus, a given employee can only receive more than the average if another employee within the same supervisory unit receives less. This fosters competition within small units of the company. That is disastrous.


Related Links:

Sunday, December 04, 2005

Gary Hamel's Idea Hatchery

Gary Hamel's Idea Hatchery by Whitney Sparks:

Q: So how do you hope to change the standard approach to management?
A:
Sometimes innovation is about creating a whole new class structure. Hierarchies are not very good at getting the best out of people. Communities are where people are most likely to give their gifts, bound not by economic dependency but [with] dreams.

I'd like to make business more humane. How do you create organizations where people can bring all of their humanity?

I advocate a system in which executives have to re-earn their power, [in which] their ideas have to compete with everybody else's ideas. [Not based upon] outdated Henry Ford attitudes. Work life has not become more interesting or compelling over the past few decades.


I don't think he is talking about lean manufacturing ideas of Henry Ford.

I admire his desire to learn where management is headed and to improve management education. I do think our management education needs to improve.

Gary Hamel articles and books

Excessive Executive Pay

Topic: Management Improvement

Via Christian Sarkar, Too Many Turkeys, The Economist:

Executive compensation in America - —already far ahead of the rest of the world, despite the best efforts of overseas managers to catch up - —is now rising inexorably again. In fiscal year 2004 the total compensation of the median American company boss rose in every industry... according to a new report by the Conference Board, a research organisation. In the big companies that comprise the S&P 500 index, median total chief-executive compensation increased by 30.2% last year, to $6m, compared with a 15% rise in 2003


Christian Sarkar asks, can we outsource the CEO to a low-cost country? That is exactly what will happen at the ludicrous levels pay has risen to. If the United States were to lock into a payscale that is unsustainable globally US companies will be no be able to compete. My guess is plenty of people in the USA will be glad to compete against the brooks brothers bureaucrats but if not, others will.

The excesses are so great now they will either force companies to:
  1. take huge risks to justify such pay and then go bankrupt when such risks fail (and some will succeed making it appear that they pay was deserved rather than just the random chance of taking a large risk and getting lucky).
  2. make it impossible to compete with companies that don't allow such excesses and slowly go out of business to those companies that don't act so irresponsibly
  3. hope that competitors adopt your bad practice of excessive pay (this does have potential as most people are corrupted by power, even across cultural boundaries). However, my expectation is the competitive forces of capitalism going forward are going to make such a hope unrealistic. People will see the opportunity provided by such poor management and compete with them.

As long as the pay packages were merely large, and didn't effect the ability of a company to prosper that could continue (slicing up the benefits between the stakeholders is not an exact science). The excesses recently have become so obscene as to become unsustainable.

Companies will not be able to compete if they allocate huge portions of the benefits provided by the operations of the company to the few sitting on top of the bureaucracy. On the other hand large pay for Directors alternatively is sustainable as it hardly impacts the overall results of the company directly. The poor performance of boards that may well be caused by directors feeling more obligated to the top bureaucrats for their large pay is a different matter.

Companies that provide huge benefits to those few at the expense of investors, the rest of the employees, customers, suppliers... will find the other stakeholders find it better to go elsewhere and interact with those companies that are more equitable.

Because those that are taking excess portions of the benefits of corporations have power to determine whether those companies stop providing excessive benefits to themselves I am sure many will slowly go out of business all the while blaming other factors. With the current system the most likely force to stop such abuse are those representing the investors.

Those taking excessive gains for themselves have learned how to block the interests of the owners fairly effectively, turning boards into pawns of the top bureaucrats instead of the owners. Those bureaucrats have advantages in the battle to allocate the gains fairly but I believe they are overplaying that advantage and over time the tide will change. But time will tell what actually happens.

Related posts: