Tag Archives: Madison

Lessons for Managers from Wisconsin and Duke Basketball

What can managers learn from Duke and Wisconsin’s basketball teams? Duke and Wisconsin are in the college basketball championship game tonight. They reached this stage through a great deal of hard work, skill, training and coaching.

Raw talent matters to mangers and even more to college basketball coaches. But raw talent alone won’t succeed (for college basketball teams a great system starved of raw talent would also fail).

The lesson many people miss is that college teams are mostly about developing a team that wins. Developing individual players is a part of that, but it is subordinate to developing a team. I think college coaches understand this reality much more than most managers do. But a management system that develops a team that succeeds is also critical to the success of business.

Managers can learn from successful college basketball programs the importance of creating a successful team. Part of doing that is developing individual skills of players. A huge part of it is developing an understanding of the system within which those players must operate.

Recruiting is an important part of developing an elite college basketball team. And it is critical to developing a world class business organization (though recruiting is less important to business, in my opinion). Recruiting is important in business, but it is easier to be very successful with good people, the skills needed in business are not often so rare as those needed in high level basketball.

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Transforming a Management System – A Case Study From the Madison Wisconsin Police Department

This post in an excerpt from The Quality Leadership Workbook for Police by Chief David Couper and Captain Sabine Lobitz (buy via Amazon).

cover image of the New Quality Leadership Workbook for Police

The New Quality Leadership Workbook for Police

Transformational Steps
A Case Study Madison, Wisconsin (1981-1993)

Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. This step must be passionately led by the top leader.

  • Begin discussion with top management team and train them.
  • Discuss and ask employees; get feedback from them.
  • Share feedback with the chief and his management team.
  • Get buy-in from top department managers.
  • Survey external customers—citizens; those who live and work in the community.
  • Create an employee’s advisory council; ask, listen, inform, and keep them up to date on what’s going on.
  • The chief keeps on message; tells, sells, and persuades, newsletters, meetings and all available media.

Step 2: Prepare for the transformation. Before police services to the community can be improved, it is essential to prepare the inside first — to cast a bold vision and to have leaders that would “walk the talk.”

  • Appoint a top-level, full-time coordinator to train, coach, and assist in the transformation.
  • Form another employee council to work through problems and barriers encountered during implementation of the transformation and Quality Leadership.
  • Require anyone who seeks to be a leader to have the knowledge and ability to practice Quality Leadership.

Step 3: Teach Quality Leadership. This begins at the top with the chief and the chief’s management team.

  • Train all organizational leaders in Quality Leadership.
  • Train all employees as to what Quality Leadership is, why the transformation is necessary, and what it means for them.

Step 4: Start practicing Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else.

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Who Inspires Your Management Thinking and Action?

This month Bill Troy, ASQ CEO, asked ASQ Influential Voices bloggers: “who influenced or inspired your management thinking and in what ways?” He discussed Paul O’Neill’s influence on his thinking; I agree that Paul has done some very impressive work in health care.

I have written about my management influences in the past: Active Management Improvement Leaders (2006) and Who Influences Your Thinking? (2005).

John and Bill Hunter Bill Hunter and John Hunter

My largest influence by far is my father, William Hunter. Here is a good example of why: Managing Our Way to Economic Success, Two Untapped Resources: potential information and employee creativity. In another post I also wrote about my early influences related to quality management as I grew up in Madison, Wisconsin.

From an early age I learned to experiment, appreciate and understand data, respect people and continually improve. These lessons were a natural part of growing up in our family.

Another influence, and natural part of growing up in our family was George Box. He was Dad’s colleague and shared all the qualities listed above; we often saw him at our house or visited their family at George’s house.

They both shared the expectation that you continually seek to learn and improve. They both shared the scientist and engineering mindset that ideas should be tested and probed and new methods and ideas discovered. They also believed that making improvements in the real world was the goal. The aim was not merely to think up new ideas but to implement them to improve people’s lives. They shared a passion for freeing the minds of everyone to allow everyone to have joy in work and life.

Brian Joiner was also around as I grew up and to a lessor extent so was Peter Scholtes. After I graduated from college and started to work I actually worked with Peter actually more than the others (I created and still maintain Peter’s website) and he had a great influence on my management thinking. Again all that I said about George and Dad applies to Peter. Peter was less focused than the statisticians (the other 3 and Deming were statisticians) on data, but they were all cut from the same cloth.

And through all of them I was exposed to Dr. Deming’s ideas and those also have had a great influence on my thinking. As you can see from the characteristics listed above that it all fits together very well, which isn’t a surprise. The reason Dad, Brian, Peter, George and Deming worked with each other and shared ideas was that the ideas they all were pursuing fit together. Dad was writing back and forth with Deming all the way back in the 1960’s and continued until he died. In Out of the Crisis, Deming asked Dad to write a few pages on the work with the City of Madison applying the management improvement ideas.

Dad had decided he wanted to help the City after returning from a summer lecturing in China on design of experiments (mainly). He worked with Peter Scholtes (at that time a City employee) on the project with the City of Madison’s vehicle maintenance garage. The Mayor, Joe Sensenbrenner, wrote up those experiences in the Harvard Business Review (Quality Comes to City Hall). Peter then went to work for Joiner Associates and soon he and Brian were working with Deming, speaking at his 2 day seminars.

Brian had previously worked at the UW-Madison Statistics department that George established. Dad followed George from Princeton, where as a under-graduate student he took a graduate course George taught. Dad was the first PhD graduate of the department and became a professor the next year.

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Take Advantage of the Strengths Each Person Brings to Work

The players have weaknesses. But it is our job as coaches to find the strengths in what our guys do. They all have strengths, and that’s what we highlight. What really helps is having Russell. He is so committed to improving on the littlest things every day. I try to find a word for this sometimes, but I can’t … it’s his refusal to fail. No detail is too small, and he makes sure to stress that every day.”

Darrell Bevell, offensive coordinator of the world champion Seattle Seahawks and former quarterback of the Wisconsin Badgers provides a good guide for managers. “Russell” in the quote is Seattle’s quarterback Russel Wilson; also a UW-Madison alumni.

Street art in Singapore 4 people sitting and a kid

Street art in Singapore. Photo by John Hunter.

Managers should be setting up the organization to take maximum advantage of the strengths of the people in the organization while minimizing the impact of weaknesses.

“Refusing to fail” by saying you refuse and yelling and stomping around if you fail doesn’t work. But if you commit to improve, not just the exciting stuff but every important detail you can create a climate of success. You create a system that works and builds on the skills, ability and desire to do great work that your employees bring to work.

Sure you fix what is broken. But you also improve what is working well. You figure out where the system isn’t optimized for the abilities of the people and you address that by changing the system to take advantage of everyone’s capabilities while limiting the impact of people’s weaknesses.

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Stu Hunter Discussing Bill Hunter, Statistics for Experimenters and EVOP

In this clip, Stu Hunter talks about Bill Hunter (my father, and no relation to Stu Hunter), Statistics for Experimenters and EVolutionary OPerations (EVOP).

Stu mentions Bill Hunter’s work with the City of Madison, which started with the First Street Garage (Out of the Crisis included a short write up on this effort by Dad, which, I believe, was the first application of Deming’s ideas in the public sector).

There was also a great deal of work done with the Police department, as the police chief, David Couper, saw great value in Deming’s ideas. The Police department did some great work and David’s blog shares wonderful ideas on improving policing. I don’t think Dad was that directly involved in what happened there, but it is one of the nice benefits of seeding new ideas: as they take root and grow wonderful things happen without any effort on your part.

As to why Dad got involved with the city, he returned from a summer teaching design of experiments and quality improvement methods in China (this is just before China was really open, a few outsiders were let in to teach). We had also lived overseas several other times, always returning to Madison. He decided he wanted to contribute to the city he loved, Madison, and so he talked to the Mayor about helping improve performance of the city.

The mayor listened and they started with a pilot project which Dad work on with Peter Scholtes. Dad talked to Peter, who he had know for years, and who worked for the city, before talking to the mayor. Read more about the efforts in Madison via the links at the end of this post.

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Lean Blog Podcast with John Hunter

Mark Graban interviewed me for the Lean Blog podcast series: Podcast #174 – John Hunter, “Management Matters” (listen using this link). Links to more information on what we discussed in the podcast.

More podcasts with me: Software Process and Measurement Podcast With John HunterBusiness 901 Podcast: Deming’s Management Ideas TodayProcess Excellence Network Podcast with John Hunter

George Box

I would most likely not exist if it were not for George Box. My father took a course from George while my father was a student at Princeton. George agreed to start the Statistics Department at the University of Wisconsin – Madison, and my father followed him to Madison, to be the first PhD student. Dad graduated, and the next year was a professor there, where he and George remained for the rest of their careers.

George died today, he was born in 1919. He recently completed An Accidental Statistician: The Life and Memories of George E. P. Box which is an excellent book that captures his great ability to tell stories. It is a wonderful read for anyone interested in statistics and management improvement or just great stories of an interesting life.

photo of George EP Box

George Box by Brent Nicastro.

George Box was a fantastic statistician. I am not the person to judge, but from what I have read one of the handful of most important applied statisticians of the last 100 years. His contributions are enormous. Several well know statistical methods are known by his name, including:

George was elected a member of the American Academy of Arts and Sciences in 1974 and a Fellow of the Royal Society in 1979. He also served as president of the American Statistics Association in 1978. George is also an honorary member of ASQ.

George was a very kind, caring and fun person. He was a gifted storyteller and writer. He had the ability to present ideas so they were easy to comprehend and appreciate. While his writing was great, seeing him in person added so much more. Growing up I was able to enjoy his stories often, at our house or his. The last time I was in Madison, my brother and I visited with him and again listened to his marvelous stories about Carl Pearson, Ronald Fisher and so much more. He was one those special people that made you very happy whenever you were near him.

George Box, Stuart Hunter and Bill Hunter (my father) wrote what has become a classic text for experimenters in scientific and business circles, Statistics for Experimenters. I am biased but I think this is acknowledged as one of (if not the) most important books on design of experiments.

George also wrote other classic books: Time series analysis: Forecasting and control (1979, with Gwilym Jenkins) and Bayesian inference in statistical analysis. (1973, with George C. Tiao).

George Box and Bill Hunter co-founded the Center for Quality and Productivity Improvement at the University of Wisconsin-Madison in 1984. The Center develops, advances and communicates quality improvement methods and ideas.

The Box Medal for Outstanding Contributions to Industrial Statistics recognizes development and the application of statistical methods in European business and industry in his honor.

All models are wrong but some are useful” is likely his most famous quote. More quotes By George Box

A few selected articles and reports by George Box

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Quality Processes in Unexpected Places

This month Paul Borawski asked ASQ’s Influential Voices to explore the use of quality tools in unexpected places.

The most surprising example of this practice that I recall is the Madison, Wisconsin police department surveying those they arrested to get customer feedback. It is obvious that such “customers” are going to be biased. Still the police department was able to get actionable information by seeking the voice of the customer.

photo of a red berry and leaves

Unrelated photo from Singapore Botanical Garden by John Hunter.

Certain of the police department’s aims are not going to match well with those they arrest (most obviously those arrested wish the police department didn’t arrest them). The police department sought the voice of the customer from all those they interacted with (which included those they arrested, but also included those reporting crimes, victims, relatives of those they arrested etc.).

The aim of the police department is not to arrest people. Doing so is necessary but doing so is most similar in the management context to catching an error to remove that bad result. It is better to improve processes so bad results are avoided. How the police interact with the public can improve the process to help steer people’s actions away from those that will require arrests.

The interaction police officers have with the public is a critical gemba for meeting the police department’s aim. Reducing crime and encouraging a peaceful society is aided by knowing the conditions of that gemba and knowing how attempts to improve are being felt at the gemba.

All customer feedback includes bias and personal preferences and potentially desires that are contrary to the aims for the organization (wanting services for free, for example). Understanding this and how important understanding customer/user feedback on the gemba is, it really shouldn’t be surprising that the police would want that data. But I think it may well be that process thinking, evidence based management and such ideas are still not widely practiced as so the Madison police department’s actions are still surprising to many.

Quality Leadership: The First Step Towards Quality Policing by David Couper and Sabine Lobitz

Our business is policing, our customers are the citizens within our jurisdictions, and our product is police service (everything from crime fighting and conflict management to safety and prevention programs.)

If we are to cure this we must start to pay attention to the new ideas and trends in the workplace mentioned earlier that are helping America’s businesses; a commitment to people, how people are treated — employees as well as citizens, the development of a people-oriented workplace, and leadership can and does make a difference.

If we change the way in which we lead the men and women in our police organizations, we can achieve quality in policing. However, wanting to change and changing are worlds apart. The road to change is littered by good intentions and short-term efforts.

This article, from 1987, illustrates the respect for people principle was alive and being practiced 25 years ago; most organizations need to do a great deal more work on applying practices that show respect for people.

Related: Quality Improvement and Government: Ten Hard Lessons From the Madison Experience by David C. Couper, Chief of Police, City of Madison, Wisconsin – SWAT Raids, Failure to Apply System Thinking in Law EnforcementMeasuring What Matters: Developing Measures of What the Police DoThe Public Sector and W. Edwards DemingDoing More with Less in the Public Sector – A Progress Report from Madison, Wisconsin

Soren Bisgaard

photo of Soren Bisgaard

Soren Bisgaard died earlier this month of cancer. Soren was a student of my father’s who shared the commitment to making a difference in people’s lives by using applied statistics properly. I know this seem odd to many (I tried to describe this idea previously, also read his acceptance of the 2002 William G. Hunter award). Soren served as the director of the director of the Center for Quality and Productivity Improvement at the University of Wisconsin-Madison (founded by William Hunter and George Box) for several years.

Most recently Soren Bisgaard, Ph.D. was Professor of technology management at Eugene M. Isenberg School of Management at the University of Massachusetts – Amherst. He was an ASQ Fellow; recipient of Shewart Medal, Hunter Award, George Box Medal, among many others awards.

I will remember the passion he brought to his work. He reminded me of my father in his desire to improve how things are done and allow people to have better lives. Those that bring passion to their work in management improvement are unsung heroes. It seems odd, to many, to see that you can bring improvement to people’s lives through work. But we spend huge amounts of our time at work. And by improving the systems we work in we can improve people’s lives. Soren will be missed, by those who knew him and those who didn’t (even if they never realize it).

Contributions in honor of Søren may be made to The International Mesothelioma Program or to the European Network for Business and Industrial Statistics. Read more articles by Søren Bisgaard.

The Future of Quality Technology: From a Manufacturing to a Knowledge Economy and From Defects to Innovations (pdf) by Soren Bisgaard

Related: The Work of Peter ScholtesManagement Improvement LeadersThe Scientific Context of Quality Improvement by George Box and Soren Bisgaard, 1987 – Obituary Søren Bisgaard at ENBISObituary: Soren Bisgaard, Isenberg Professor in Integrative Studies

Highlights from Recent George Box Speech

The JMP blog has posted some highlights from George Box’s presentation at Discovery 2009

Infusing his entire presentation with humor and fascinating tales of his memories, Box focused on sequential design of experiments. He attributed much of what he knows about DOE [design of experiments] to Ronald A. Fisher. Box explained that Fisher couldn’t find the things he was looking for in his data, “and he was right. Even if he had had the fastest available computer, he’d still be right,” said Box. Therefore, Fisher figured out how to study a number of factors at one time. And so, the beginnings of DOE.

Having worked and studied with many other famous statisticians and analytic thinkers, Box did not hesitate to share his characterizations of them. He told a story about Dr. Bill Hunter and how he required his students to run an experiment. Apparently a variety of subjects was studied [see 101 Ways to Design an Experiment, or Some Ideas About Teaching Design of Experiments]

According to Box, the difficulty of getting DOE to take root lies in the fact that these mathematicians “can’t really get the fact that it’s not about proving a theorem, it’s about being curious about things. There aren’t enough people who will apply [DOE] as a way of finding things out. But maybe with JMP, things will change that way.”

George Box is a great mind and great person who I have had the privilege of knowing my whole life. My father took his class at Princeton, then followed George to the University of Wisconsin-Madison (where Dr. Box founded the statistics department and Dad received the first PhD). They worked together building the UW statistics department, writing Statistics for Experimenters and founding the Center for Quality and Productivity Improvement among many other things.

Statistics for Experimenters: Design, Innovation, and Discovery shows that the goal of design of experiments is to learn and refine your experiment based on the knowledge you gain and experiment again. It is a process of discovery. If done properly it is very similar to the PDSA cycle with the application of statistical tools to aid in determining the impact of various factors under study.

Related: Box on QualityGeorge Box Quotationsposts on design of experimentsUsing Design of Experiments

Peter Scholtes

photo of George Box, John Hunter and Peter Scholtes

photo of (from right to left) Peter Scholtes, John Hunter and George Box in Madison, Wisconsin at the 2008 Deming Conference

Peter Scholtes died peacefully this morning in Madison, Wisconsin. His family was with him.

My father wrote about the First Street Garage project in W. Edwards Deming’s Out of the Crisis (pages 245-247). Peter (who was working for the City of Madison at the time) and he became good friends working on that project together. Peter went to work for Joiner Associates afterwards and was a primary author of the Team Handbook. And Peter spent many years working with Dr. W. Edwards Deming and moving forward Dr. Deming’s ideas.

I would meet with Peter when consulted in Washington DC (which he did a good deal) and when I would visit Madison. He was extremely funny, compassionate, competent and effective. It was always a joy and educational to spend time with him. His Leader’s Handbook is the first management book I recommend to anyone. Peter enriched my life and the lives of many of others. And he will continue to do so through his works and those who were influenced by him.

Peter was a great friend and a wonderful person to talk with. I valued our shared interest in improving people’s lives by improving the practice of management. Peter was a priest before moving into management improvement. He retained his focus on helping people lead rewarding lives as a consultant. And we shared the desire to make the huge amount of time people spend working a much more rewarding experience. Making progress in that vein requires not just a wish to do so but the ability to learn and effectively apply ideas to affect real improvement. He was exceptionally gifted at this difficult task and was aided here, as with most things he did, by his considerable empathy and respect for others. His books provide evidence of this gift and effort. And those who were lucky enough to hear him speak enjoyed his ability to use humor to great affect in the effort.

In one of his last speeches, for example, when he speaking at the Deming conference (where the photo was taken) he used the action of kissing to underscore a point he was making about systems thinking and he described the challenges of gathering accurate data by recounting a radio interview he had heard about a research scientist who, in order to accurately assess the hibernation activities of bears, had to discretely sneak up on them during hibernation and well… take their temperatures in a non-genteel way.

I am very lucky to have developed friendship’s with several of my father’s friends. The photo shows me with two during my last visit to Madison: Peter and George Box.

It was a happy surprise when I found out Peter Scholtes wrote They Will Know We are Christians by our Love (link to a nice mp3 recording of the song). I think it is a wonderful song. Here are the words to that song (and a webcast is below):

We are one in the spirit we are one in the Lord
We are one in the spirit we are one in the Lord
And we pray that all unity will one day be restored

And they’ll Know we are Christians by our love, by our love
Yes they’ll know we are Christians by our love.

We will walk with each other we will walk hand in hand
We will walk with each other we will walk hand in hand
And together we’ll spread the news that God is in our land.

We will work with each other we will work side by side
We will work with each other we will work side by side
And we’ll guard each man’s dignity and save each man’s pride

All praise to the father from whom all things come
And all praise to Christ Jesus his only son
And all praise to the spirit who makes us one.

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Statistics for Experimenters in Spanish

book cover of Estadística para Investigadores

Statistics for Experimenters, second edition, by George E. P. Box, J. Stuart Hunter and William G. Hunter (my father) is now available in Spanish.

Read a bit more can find a bit more on the Spanish edition, in Spanish. Estadística para Investigadores Diseño, innovación y descubrimiento Segunda edición.

Statistics for Experimenters – Second Edition:

Catalyzing innovation, problem solving, and discovery, the Second Edition provides experimenters with the scientific and statistical tools needed to maximize the knowledge gained from research data, illustrating how these tools may best be utilized during all stages of the investigative process. The authors’ practical approach starts with a problem that needs to be solved and then examines the appropriate statistical methods of design and analysis.

* Graphical Analysis of Variance
* Computer Analysis of Complex Designs
* Simplification by transformation
* Hands-on experimentation using Response Service Methods
* Further development of robust product and process design using split plot arrangements and minimization of error transmission
* Introduction to Process Control, Forecasting and Time Series

Book available via Editorial Reverte

Related: Statistics for Experimenters ReviewCorrelation is Not CausationStatistics for Experimenters Dataposts on design of experiments

6 Leadership Competencies

photo of George Box, John Hunter and Peter Scholtes

At the recent Annual W. Edwards Deming Institute Annual conference (this year held in Madison, Wisconsin) Peter Scholtes gave an excellent speech on the 6 Leadership Competencies from his book: The Leader’s Handbook. Those competencies are:

  • The ability to think in terms of systems, and knowing how to lead systems.
  • The ability to understand the variability of work in planning an problem solving
  • Understanding how we learn, develop and improve. Leading true learning and improvement.
  • Understanding people and why they behave as they do.
  • Understanding the interdependence and interaction between systems, variation, learning and human behavior. Knowing how each affects the other.
  • Giving visions, meaning, direction and focus to the organization.

As those familiar with Dr. Deming will immediately note those are very closely tied to Deming’s 4 areas of management. I am a friend (and manage Peter’s website so I am biased) but as I have said before anyone interested in management should read his book (the competencies are discussed in chapter 2).

The photo shows George Box, John Hunter and Peter Scholtes (from left to right) at the MAQIN reception the night before the conference. Two previous mayors of Madison introduced Peter’s talk: Paul Soglin and Joe Sensenbrenner.

Related: ASQ Deming Medal to Peter ScholtesUsing Books to Ignite ImprovementManagement Improvement LeadersPerformance Without Appraisal

Making Life Difficult for Customers

Companies seem to think technology is an excuse to provide bad service. Or maybe they don’t need any excuse at all to do so, based on how often they provide bad service. My latest experience with lame pointy haired boss technology came while looking to watch a football game online. Years ago you could listen to any Wisconsin Badger game over the internet – very simple, no special software (just the simple free Real Audio plugin). In subsequent years (just to play a simple audio stream that had worked in previous years they kept requiring upgrades and their ever more complex required software would fail very often). Then the option of listen to online radio broadcasts disappeared altogether (for schools that chose to prevent this anyway).

Now sites that provide video seem incapable of making it a simple process. They chose not to use standard open software solutions. Instead they require you follow their desires to use this or that and then the whole operation fails quite often. Google, no surprise, is an exception (yes it worked prior to Google, they were just smart enough to buy it and not break it). YouTube just works. Can others copy this, idea? Some can, but many phbs decide that really everyone that uses their web sites should be happy to try and download special software and make configuration changes… to get their site working on their personal computers.

The idea that playing video online is solved problem and just making it more and more complex is not a good idea for users no matter if they want to add some bullet points to their boss on why they should get a larger raise this year because they got the engineers to add on some additional new feature that no-one actually wants. Granted This solved problem is a bit lame now, so I am all for improving it. But this should be a process that goes for simpler solutions, not more complex ones. And certainly any timed to the operating system of the end user is too idiotic to consider.
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Conference Calls with Scholtes and Joiner

Pratt & Whitney Rocketdyne’s Enterprise Thinking Network Ongoing Discussion series this month features conference calls with Peter Scholtes (Thursday, September 25th, Noon to 2pm Pacific Time – USA) and Brian Joiner (Friday the 26th, Noon to 2pm Pacific Time – USA). See more details and register online.

Peter’s books (The Team Handbook and The Leader’s Handbook) are thought pieces for Thursday’s conversation with Peter. As a place to begin the conversation with Peter, we might consider the possibility that teamwork and leadership are perhaps even more in our awareness today than when Peter wrote these books. And if you’d like to explore more of Peter’s thinking and writing, see also a variety of articles and letters by and about Peter at his website.

Brian has offered us several Thought Pieces related to his current work. According to Brian, “The thing I am most excited about now is the Transition Towns movement which started in the UK a few years ago. It’s what I will be focusing on once the First Unitarian Society green building is effectively launched.” In addition, the following site gives a brief intro to the Transition Town approach, with much more detail on the Transition approach available in their Primer. Says Brian, “I hope this will be enough to start conversations.”

Both Brian and Peter are from Madison, Wisconsin (where I grew up) and both worked with my father: Bill Hunter. Brian Joiner also wrote Fourth Generation Management and co-authored the Team Handbook with Peter.

Related: Curious Cat Essential Management BooksBrain Joiner on Dr. DemingTotal Quality Leadership vs. Management by Control by Brian L. Joiner and Peter R. Scholtes

Lean Management in Policing

photo of Jacksonville Sheriff Office Lean Team

Justice served up Jacksonville–style is all lean by Joe Jancsurak:

The Jacksonville Sheriff Office’s (JSO) Crime Reducing Initiatives Management and Enforcement Strategies (CRIMES) measures, tracks and analyzes crime-fighting statistics, such as the number of arrests and value of stolen and recovered property. Such findings are instrumental in determining the overall effectiveness of the JSO and where improvements need to be made.

Investigations stress uniformity. Lean “changed how we approach investigations,” says Sheriff Rutherford. “We found that three officers investigating three different burglaries might ask three different sets of questions. So we developed a standard form showing the questions that should be asked to ensure consistency.”

Hiring of school crossing guards made more expedient. “This one’s amazing,” Sheriff Rutherford chuckles. “It was taking us 68 days to hire someone from our eligibility list because we were sending candidates all over for different parts of the interview process. Now it takes us just three days to make a decision because we’re practicing ‘one-stop hiring.'”

This reminds me of the first efforts I know of for such efforts in policing (from the 1980s): Quality Improvement and Government: Ten Hard Lessons From the Madison Experience by David C. Couper, Chief of Police, City of Madison, Wisconsin.

Via: Upcoming Podcast: Lean Law Enforcement

Related: Failure to Address Systemic SWAT Raid FailuresLA Jail Saves Time Processing CrimeThe Public Sector and DemingCurious Cat Management Improvement Search Engine

Parfrey’s Glen, Wisconsin

John Hunter Durwood Glen

photo of Yellow Flower in Parfreys Glen

See more photos from my visit to Parfrey’s Glen Natural Area in Wisconsin, about an hour outside of Madison. It really was amazingly beautiful – the pictures do not do it justice. The Parfrey’s Glen trail is under a mile but well worth visiting. If you want to hike more try the Ice Age National Scenic Trail or nearby Devil’s Lake State Park. The top photo is of me (John Hunter) at nearby Durwood’s Glen. The yellow flower is from Parfrey’s Glen.

Related: Coopers Rock State Forest, West VirginiaMetropolitan Museum of ArtSouth Carolina travel photosThe Importance of Management ImprovementHoh Rain Forest and Ruby BeachNorth Cascades National Park

Parfrey’s Glen is Wisconsin’s first State Natural Area, is a spectacular gorge deeply incised into the sandstone conglomerate of the south flank of the Baraboo Hills. The exposed Cambrian strata provide excellent opportunities for geological interpretation. The walls of the glen – a Scottish word for a narrow, rocky ravine – are sandstone with embedded pebbles and boulders of quartzite.

Applied Quality Engineering Education

Classroom projects translate into immediate workplace gains for working professionals in engineering

In the final semester of his UW–Madison master’s degree, Bob Aloisi didn’t just earn a letter grade in his quality engineering class: He saved his company $50,000. It wasn’t the typical classroom outcome — but it wasn’t a typical classroom. As a student in “Quality Engineering and Quality Management,” Aloisi accomplished a major class project in quality improvement at his own workplace.

The project is the capstone experience in the College of Engineering’s award-winning distance-education program, the Master of Engineering in Professional Practice (MEPP). Designed for mid-career engineers who live and work all over the country, MEPP’s Internet-based curriculum strives to provide knowledge students can apply immediately at their companies.

“Our project was a very good example of the Kaizen approach,” says Aloisi. “It wasn’t one specific thing, a home run type of thing, that we changed to make our improvements.” Instead, his team met its targets through many small steps, including adjustments to equipment settings and better training for machine operators.

Good news. Related: Wisconsin ManufacturingImproving Engineering EducationTeaching Quality Improvement by Quality Improvement in TeachingThe Lean MBA

Management Blog Tag

John and Bill Hunter

I have been tagged by Mark Graban of the lean blog: “Tag” – 5 Things You Don’t Know About Me.

      • I spent a year in Singapore and another in Nigeria while I was growing up.
      • Dad, Bill Hunter, was a professor (related to the item above), who co-authored Statistics for Experimenters and applied Deming’s ideas in the Public Sector for the first time. Out of the Crisis pages 245-247 include a write up on that effort with the First Street Garage. Peter Scholtes, at the time worked for the City of Madison, and played a big part in the effort. He went on to write the Team Handbook and The Leader’s Handbook.
      • I was on the Wisconsin Badger Basketball camp championship teams in 7th and 8th grade. The second year we played the championship game on the regular Badger Basketball home court. The Badger’s are a bit better now then they were then.
      • I have flown on “Air Force One.” Not technically, since it the president was not aboard, but while working for the White House Military Office I flew on the plane on a couple test flights. It is officially “Air Force One” only when the President is flying.
      • I spent many Thanksgivings beating John Dower, my father (and other of the family members of both) at Oh Hell. Some might claim I remember more victories today than took place at the time.

John Hunter. The small person is me, the bigger one is Dad.

I tag: Kathleen Fasanella, Mike Wroblewski, Peter Abilla, Karen Wilhelm and John Dowd.

More on Madison’s Quality efforts: Doing More With Less in the Public Sector: A Progress Report from Madison, WisconsinQuality in the Community: One City’s Experience

The Public Sector and Deming

Public Management-The Bush Administration

Paul Soglin, former Mayor of Madison Wisconsin, quotes one of Deming’s 14 obligations of management:

W. Edwards Deming’s point number ten is, “Eliminate slogans, exhortations, and targets for the workplace.”

In looking for online background on Deming thinking in Madison I came across this explanation of Madison’s start, on the US Department of Labor site:

Madison’s quality improvement efforts began after then-Mayor James F. Sensenbrenner and his staff were exposed to the teaching of W. Edwards Deming in 1983. A pilot project at the motor equipment division made substantial improvements in prioritizing repairs, improving communications with customers, reducing steps in the inventory purchasing process and, ultimately, reducing vehicle down time, all of which saved money and improved service at the same time. Based on the success of the pilot, it was decided to expand the philosophy throughout city government. A range of quality improvement projects, with active involvement by union members, saved the city between $1.1 million to $1.4 million over a four-year period, agency heads estimated.

My father, Bill Hunter, was very involved (responsible for it, if you want my version of events) with the effort so I am interested in the results. He wrote up the experience for Deming’s Out of the Crisis (pages 245-247). Continue reading