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