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Management Improvement Blog Carnival #167

Posted on May 20, 2012  Comments (0)

The Curious Cat Management Improvement Blog Carnival has been published since 2006. We find great management blog posts and share them with you 3 times a month. We hope you find these post interesting and find some new blogs to start reading. Follow me online: Google+, Twitter, instant management consulting, and more.

Lake with Mountain in the Background

By John Hunter, see more of my trip to Rocky Mountain National Park.

  • Celebrate Learning, Not Success or Failure by Jurgen Appelo – “Failure and success are orthogonal to learning. What you learn from are the experiments and tests that you run.”
  • How to do Hansei by Jon Miller – “There is a fundamental cultural difference between cultures, regions and within organization when it comes to facing up to faults and failures, accepting responsibility, and learning. The capacity to reflect may be what separate homo sapiens from animals, successful organizations from those less so.”
  • Toyota Way Principle #3: “Pull” Systems by Chad Walters – “The purpose of the pull system (also called “kanban” system) is to have a measured queue of materials (raw materials, work-in-process, components, whatever) ready to be ‘pulled’ by the next process step. After the materials are ‘pulled’ a signal is sent to the preceding process step to replace what was taken.”
  • Blaming Deming, Lean, and Six Sigma and the Importance of “Why?” by Kevin Meyer – However both lean and six sigma are phenomenally powerful – if used properly. And at the core of using them properly is to first ask “why?” What is the problem or opportunity, why is it important, what is the desired future state, and what is the most appropriate tool to leverage?… Not asking that simple question is the difference between companies that successfully leverage Deming’s methods, lean, and six sigma…

    • Continue reading →

Management Improvement Blog Carnival #166

Posted on May 11, 2012  Comments (0)

Tim McMahon is hosting the Management Improvement Blog Carnival #166, highlights include:

  • Performance Organizations – Art Smalley answers why is there such a resistance to creating learning organizations and why are leaders letting the future deteriorate without doing anything about it.
  • Trust – Cornerstone of Performance – George Rathburn explains that teams lose trust in their leaders when they fail to show trust and respect in their teams.
  • Lean Snake Oil Cures What Ails Ya – Mike Wroblewski takes some creative license to explain Lean and it benefits but warns against secrets to implementation as Lean takes hard work and personal commitment.

Take a look at the entire post on Tim’s blog: A Lean Journey

The management sub-Reddit is a social network for those interested in management improvement to post useful online resources and recommend those they found most worthwhile.

Management Improvement Carnival #165

Posted on May 2, 2012  Comments (1)

Matt May is hosting the 165th Management Improvement Carnival. He takes a look at the wonderful manifestos posted at ChangeThis. ChangeThis really is wonderful, if you haven’t already been looking at what they offer you are in for a treat (and have quite a bit to keep you busy for awhile). Highlights from this management carnival edition include:

  • How Habits Work (and How They Change) by Charles Duhigg. His point: “Most of the choices we make each day may feel like the products of well-considered decision making, but they’re not. They’re habits. Countless people, from Aristotle to Oprah, have tried to understand why habits exist…”
  • Changing the Way We Change by Eric Haseltine. He writes: “As a senior executive in fields as diverse as Aerospace, Entertainment and Intelligence, I’ve learned a hard lesson about people and organizations everywhere: they seldom learn from previous failures. To make matters worse, most people not only repeat past mistakes, but fail to learn that they’ve failed to learn from the past so they go on making the same mistakes over and over again.”
  • Grow by Jim Stengel. This manifesto is based on his book Grow. “It’s time to change the narrative of business,” Jim writes. “From a winner-take-all tale, no-holds-barred, no matter what the cost to individual firms, investors, the economy, and society, to doing business on the basis of what I call brand ideals, shared ideals of improving people’s lives. Maximum business growth and high ideals are not incompatible. They’re inseparable.”

In addition to great ideas the ChangeThis manifestos actually look great. Sadly so much of what you find is distracting to read due to the presentation. ChangeThis puts you in the mood to enjoy the manifesto as soon as you see it.

Related: When new ideas have become habits you have changed

Management Blog Posts From November 2006

Posted on April 26, 2012  Comments (0)

I have selected a few great posts from the Curious Cat Management Blog back in November 2006.

  • What Could we do Better? – There are many important ideas to improve management. This is one of the most important tips to aid improvement that I know of: it is easy to do, brings huge benefits and most organizations fail to do it. Ask your customers: “What one thing could we do to improve?”
  • Ackoff’s F-laws: Common Sins of Management presents 13 common sins of management, such as: Managers who don’t know how to measure what they want settle for wanting what they can measure
  • Common Cause Variation – “Every system has variation. Common cause variation is the variation due to the current system. Dr. Deming increased his estimate of variation due to the system (common cause variation) to 97% (earlier in his life he cited figures as low as 80%). Special cause variation is that due to some special (not part of the system) cause.”
  • Sub-Optimize by Interrupting Knowledge Workers – “The general consensus is that the loss from interrupting [software] developers is much greater than for interrupting most other forms of work and therefor a great deal of effort is placed on improving the system to allow developers to focus.”
  • Amazon Innovation – “I believe Amazon uses technology very well. They have done many innovative things. They have been less successful at turning their technology into big profits. But I continue to believe they have a good shot at doing so going forward (and their core business is doing very well I think).” [Amazon announced great sales numbers today, continuing their long term tread. They are also continuing to be very slow to grow profits (CEO, Jeff Bezos remains willing to challenge common practices - such as his willingness to build business and sacrifice current profits)].

Management Improvement Carnival #164

Posted on April 20, 2012  Comments (0)

Paul Borawski is hosting 164th Management Improvement Carnival on ASQ’s View from the Q blog. Highlights from this edition include:

Remember to add new blogs that you discover through the carnival to your RSS feed so you enjoy their new posts.

Management Improvement Blog Carnival #163

Posted on April 10, 2012  Comments (0)

Jason Yip is hosting Management Improvement Blog Carnival #163. Highlights from this edition include:

Management Improvement Blog Carnival #162

Posted on April 1, 2012  Comments (0)

The Curious Cat management blog carnival is published 3 times a month with hand picked recent management blog posts. I also collect management improvement articles for the Curious Cat Management Articles site; an RSS feed of new article additions is available.

  • Stress Solutions, Not Blame by Kevin Meyer – “My organization often hears me say that 90% of problems are the result of poor processes, not people, and 9%… are probably due to poor leadership.”
  • The Real Leadership Lessons of Steve Jobs by Walter Isaacson – “Caring deeply about what customers want is much different from continually asking them what they want; it requires intuition and instinct about desires that have not yet formed.”
  • Kanban and Lean Startup: Making the Most of Both by Alexei Zheglov – “Kanban is an important process-improvement tool for technology organizations. Lean startup is a new approach to discovering new, innovative ways to do business. To get the most from both, it is important to understand how they relate to each other.”
  • Is Agile too inefficient for start-ups? by Jason Yip – “You Ain’t Gonna Need It was about creating a culture of simplicity (you must justify building more than you need to), which tends to preserve cash, versus a culture of anticipation (you must justify why you’re not building something that handles every imaginable scenario), which tends to burn cash as if it magically falls from the heavens.”

    • Continue reading →

How Could They Know?

Posted on March 28, 2012  Comments (3)

I am a big fan of Dr. Deming’s ideas on management. The way I see one of the quotes of Dr. Deming used I don’t agree with. Dr. Deming said “How could they know?” to explain why people continued to follow less successful practices (for example, page 55 of Out of the Crisis). How could they know of better practices, he would say.

I must say I have always thought the answer to that question was pretty easy. They could learn about the job they were paid to do. It is a shame that many organizations do a very poor job of preparing or coaching those they promote into management for their new position. However, I don’t see that as an excuse to fail to learn yourself.

There are plenty of books with great information. How could they know? They could read.

Yes, there are also plenty of management books filled with nonsense. That does make it a bit more difficult. But I still don’t have much sympathy for hearing, “how could they know” as a reason for continuing performance appraisals or failing to understand variation or falling to know that “motivating” through monetary rewards backfires or… If you wish to manage human systems I don’t think it is too much to expect you to know about how to do so, and have the knowledge to distinguish nonsense from well reasoned thoughts.

If you want to take on a management job you should take your responsibility seriously. Choosing not to take advantage of the wealth of great material in the past 70 years on how to manage more effectively is not a decent excuse. How could they know? They could take responsibility to learn. If they chose not to do so that is their choice. They chose not to know. I guess some can see that as an acceptable excuse. I don’t.

If they are trying to apply ideas and having trouble: I have sympathy for that. Applying ideas on management is not easy. Human systems are complex and there are no simple guides that tell what is needed in your specific situation and organization. but ignorance of basic management principles, with no evidence of concerted efforts to learn I don’t have sympathy for.

I seem to expect more from managers than most people I talk with. Most seem to find it a perfectly acceptable excuse that a manager never bothered to learn about management. I don’t really understand that. Dr. Deming did seem to hold senior executives accountable for failing their organizations, but he was more accepting of manager’s ignorance than I am.

Read and use The Leader’s Handbook and The Improvement Guide and you will be well ahead of most of the management practice I see.

Related: Curious Cat Essential Management Books – Bad Management Results in Layoffs – The Importance of Management Improvement

Management Improvement Blog Carnival #161

Posted on March 21, 2012  Comments (0)

Nicole Radziwill is hosting Management Improvement Blog Carnival #161. Highlights from this edition include:

Make sure you check out the full carnival post on the Quality and Innovation blog.

Selling Quality Improvement

Posted on March 19, 2012  Comments (3)

In this month’s ASQ influential quality voices post, Paul Borawski asks How Do You “Sell” Quality?

I am amazed how difficult it is to sell quality improvement. I look at organizations I interact with and easily see systemic failures due to faults that can be corrected by adopting management improvement strategies that are decades old. Yet executives resist improving. The desire to retain the comforting embrace of existing practices is amazingly strong.

What sells to executives are usually ideas that require little change in thinking or practice but promise to eliminate current problems. What Dr. Deming called “instant pudding” solutions sell well. They are what executives have historically bought, and they don’t work. I can’t actually understand how people continue to be sold such magic solutions but they do.

If you want to enable effective management improvement, as I do, you need to both have buyers for what you offer and offer something that works. Honestly I am not much of a salesperson. Based on what I see executives buy the sale should be packaged in a way that minimize any effort on the executives part. However, that doesn’t interest me because it nearly always leads to failed improvement efforts. For years (decades?) Dilbert has provided a humorous view on the continuing tragedy of these efforts.

Another sales option is look for desperate executives that have already tried taking the easy way out 5 or 6 or 7 times and are still in desperate for improvement. Once they can’t see any options offering simple solutions they may be willing to work at a solution.

Continue reading →

Management Improvement Blog Carnival #160

Posted on March 11, 2012  Comments (0)

monkey at the Singapore Zoo

Monkey at the Singapore Zoo by John Hunter

The Curious Cat Management blog carnival highlights recent management blog posts 3 times each month. The posts generally focus on the areas I have focused on in the Curious Cat Management Guide since 1996 (Deming, innovation, lean manufacturing, customer focus, process improvement…).

  • Reflections on the 100th Birthday of Taiichi Ohno by Masaaki Imai – “Taiichi Ohno always placed respect for the worker first in his approach to kaizen. His focus was always on the customer, both external and internal”
  • A Lean Leader strengthens the business by developing people through coaching process improvement at the gemba by Jeff Liker – “Thinking of a leader as a teacher and coach, as managing from the gemba, believing deeply that people are the only appreciating assets of the company, believing in the value of intentionally creating a common culture and being a role model of that culture, and that the adaptiveness of the business to meet the challenges of the environment comes from how people are developed all the way down to the worker is quite different than the leader as the captain of the ship steering it cleverly through brilliant personal insights.”
  • Inspiration Stimulates Productivity and Engagement by Nicole Radziwill – “I’d also like to propose that engagement is a symptom – a consequence of feeling good and having a high quality consciousness! Let’s work on the root causes, and focus less on the symptoms.”
  • Kanban Networks Exerciseby Yuval Yeret – “The exercise brought to life the complexity of the organization’s network but highlighted how a Kanban system can simplify its operation as well as drive towards improvement. There were several A-Ha moments of understanding how Limited WIP would solve systemic problems currently haunting the organization.”

    • Continue reading →

Engineering Management Thoughts Based on Facebook Experience

Posted on March 8, 2012  Comments (4)

Yishan Wong is the new CEO at Reddit, an excellent social media site I have written about previously. In looking at his background I found some interesting articles he wrote on engineering management based on his experience at Facebook engineering.

He starts with “make hiring your number one priority, always.” To me this is a specific knowledge worker issue. Hiring is always important but the importance in knowledge worker settings (especially when there is quite a bit of poaching good people going on) is elevated. The system thinking affects are obvious from his article including: “Succesfully hiring the best people at all levels means that down the road, your internal promotion pipeline is strong.” This is especially important given his emphasis on promotion from within – of course he wasn’t hired from within for the CEO job at Reddit :-) .

Of course as a Deming management advocate I appreciate his article stating process should be implemented by those who do the work. I do strongly disagree with his seeming desire for unformed processes. I strongly believe making processes clear and consistent is critical as is an effective culture of continual improvement.

He further writes: “All external management hires must be able to write code and show a high level of technical proficiency, up to and including the head of the technical department. If the company is a technology company, this should also include the CEO.” I disagree with this idea. I do agree it is preferable. My belief is that one reason (there are many others) we have done so poorly at improving management over the years is we treat it as the promotion path for technical experts (programers, accountants, production, sales…). They often end up focused not on the management of the system but mucking around in details others should take care of. I do believe in the value of a long history of dealing with the company. It is very valuable to know how to write excellent code, I just don’t see that as the top requirement.

Related: Learn to Code to Help Your Career – Productivity Improvement for Entrepreneurs (and Everybody Else Really) – Involve IT Staff in Business Process Improvement – The Myth of the Genius Programmer – Management sub-reddit

Keys to the Effective Use of the PDSA Improvement Cycle

Posted on March 6, 2012  Comments (9)

The PDSA improvement cycle was created by Walter Shewhart where Dr. Deming learned about it. An improvement process is now part of many management improvement methods (A3 for lean manufacturing, DMAIC for six sigma and many other modifications). They are fairly similar in many ways. The PDSA cycle (Plan, Do, Study, Act) has a few key pieces that are either absent in most others processes of greatly de-emphasized which is why I prefer it (A3 is my second favorite).

The PDSA cycle is a learning cycle based on experiments. When using the PDSA cycle prediction of the results are important. This is important for several reasons but most notably due to an understanding of the theory of knowledge. We will learn much more if we write down our prediction. Otherwise we often just think (after the fact); yeah that is pretty much what I expected (even if it wasn’t). Also we often fail to think specifically enough at the start to even have a prediction. Forcing yourself to make a prediction gets you to think more carefully up front and can help you set better experiments.

An organization using PDSA well will turn the PDSA cycle several times on any topic and do so quickly. In a 3 month period turning it 5 times might be good. Often those organizations that struggle will only turn it once (if they are lucky and even reach the study stage). The biggest reason for effective PDSA cycles taking a bit longer is wanting more data than 2 weeks provides. Still it is better to turn it several times will less data – allowing yourself to learn and adjust than taking one long turn.

The plan stage may well take 80% (or even more) of the effort on the first turn of the PDSA cycle in a new series. The Do stage may well take 80% of of the time – it usually doesn’t take much effort (to just collect a bit of extra data) but it may take time for that data to be ready to collect. In the 2nd, 3rd… turns of the PDSA cycle the Plan stage often takes very little time. Basically you are just adjusting a bit from the first time and then moving forward to gather more data. Occasionally you may learn you missed some very important ideas up front; then the plan stage may again take some time (normally if you radically change your plans).

Remember to think of Do as doing-the-experiment. If you are “doing” a bunch of work (not running an experiment and collecting data) that probably isn’t “do” in the PDSA sense.

Study should not take much time. The plan should have already have laid out what data is important and an expectation of what results will be achieved and provide a good idea on next steps. Only if you are surprised (or in the not very common case that you really have no idea what should come next until you experiment) will the study phase take long.

Continue reading →

Management Improvement Blog Carnival #159

Posted on March 1, 2012  Comments (0)

David Kasprzak is hosting Management Improvement Blog Carnival #159 on My Flexible Pencil. Highlights from this edition include:

Make sure you check out the full carnival post on My Flexible Pencil.

Learn to Code to Help Your Career

Posted on February 22, 2012  Comments (2)

I believe there are big benefits to knowing how to code (programing, software development). What is possible for your organization is often significantly impacted by understanding how to properly use software (and create it, coding, when needed). The lack of understanding of software is a significant problem not just for those wanting a job coding (that are available for those with the right skills) but also for those making decisions about what the organization should do.

The profound ignorance (meant not in a pejorative way but in the descriptive way) of software is a significant problem for managers today. The critical role of software in our organizations is only growing. And the importance of understanding software (which coding provides in a way no other learning does) is only increasing. My guess is a decade or two or three from now a understanding of coding will not be nearly as critical for managers. I am just guessing the nature of coding will be significantly changed and not understanding the details needed to code will not be as critical as it is today. Maybe I am wrong about the importance of understanding coding fading over time (it is more a feeling than a chain of logic I can clearly explain easily).

There are many indirect benefits of learning to code. In the same way that those with an education in engineering do very well in their careers overall, even if they take a path where they are no longer engineers a background in coding prepares you well for your career. Actually, similar to engineering, part of this effect may well be those that can graduate with an engineering degree and those that can be employed for several years as a software developer have skills and abilities that would have made them successful even if they didn’t pass through those experiences (still I think, those experiences to add to their success).

Good programmers have a strong tendency to think in ways that those interested in management improvement need (and, sadly, often lack): systems thinking, customer focus, efficiency focused [good coders often hate wasting their time and naturally despise non-value added steps], a willingness to speak up about things that need to be improved, a desire to make a difference, passion for what they do… If you work along side good programmers these traits will be reinforced every day (this was my favorite part of my last job – working with great programmers that pursued these principles and re-enforced my doing so also). Yes there are also things you might have to temper in dealings with non-coders (being a bit kinder/less-direct about perceived failures, for example). Also some coders can be so engaged they expect an unsustainable commitment from peers (this is one of the great benefits of a good agile software development system – a focus on creating an environment for sustainable development [not expecting unreasonable effort/hours on the part of coders]).

Continue reading →

Management Improvement Blog Carnival #158

Posted on February 20, 2012  Comments (0)

The Curious Cat Management Improvement Blog Carnival has been published since 2006. We find great management blog posts and share them with you 3 times a month. We hope you find these post interesting and find some new blogs to start reading. Follow me online: Google+, Twitter, LinkedIn, instant management consulting, and more.

  • For complex systems there is no root cause by John Allspaw – “We like to simplify complex problems so we can work on them in a reductionist fashion. We want there to be a single root cause for an accident or an outage, because if we can identify that, we’ve identified the bug that we need to fix.”
  • Get Ready to Fall Off the Cliff by Ron Ashkenas – “Managers of successful firms tend to become complacent and even arrogant, assuming that past performance will continue and that the formulas that worked previously will work in the future.”
    • photo of beach and trees, Ruby Beach, Olympic National Park

    Ruby Beach, Olympic National Park, Washington, by John Hunter

  • Walter Isaacson’s ‘Steve Jobs’ by John Gruber – “Apple is an experience company. That they create both hardware and software is part of creating the entire product experience… [Jobs:] ‘That’s not what we think design is. It’s not just what it looks like and feels like. Design is how it works.’”
  • Use heijunka, don’t reduce takt time by Michel Baudin – “Keeping your work force intact and prepared for the next upturn is just as essential. So you stop using temps, cut all overtime, go on four-day weeks, or three-day weeks, and use the available time to solve nagging engineering problems,
    experiment with new technology, etc.”

    • Continue reading →

Why Use Lean if So Many Fail To Do So Effectively

Posted on February 15, 2012  Comments (9)

If less than 1% of companies are successful with Lean, why are we doing it?

Lots of us are not. I would say the efforts I see “fail” are because they don’t do it. They have something they call TQM, six sigma, lean management or whatever and try out 10-30% of it in some half-measures, with big doses of Dilbert’s pointy haired boss methods and then don’t get great results. Wow.

The biggest complaint (with some merit) I see is why is lean/Deming/six sigma… so hard to actually do. If companies constantly fail to do it at all (even when they use the name) isn’t that an issue. Isn’t that a weakness of the “solution.” My answer is: yes. The caveat is, until someone comes up with the management system that both gets the results using Deming’s management ideas can, and is super easy for organizations to actually fully adopt (and have the great success that doing so provides) I know of nothing better than trying to do these things.

Certainly I believe you are much better off attempting to use Deming, lean or six sigma than listen to someone that tells you they have management instant pudding that will give you great results with no effort.

My belief is that a partial success rate is much higher than 1%. While many organization never go beyond slapping a few good tools on a outdated management system those few tools actually have good results. Maybe 50% of the implementations are so lame they have almost no positive results (not even getting improvement worth the time and effort). They could be seen as “failures,” to me. Those that actually have a right to say they are practicing “lean” I would say is a pretty small number but still above 1%?

There is also an advantage to this stuff being hard to do. You really don’t have to invent anything new. If you just have persistence and keep continually improving along the path applying ideas proven over decades from Deming, Ohno, McGregor, Christensen, Drucker, Scholtes, Womack, Roger Hoerl (six sigma)… you have a great advantage over all those organizations that ignored the ideas or made a bit of effort and then gave up.

Related: Engage in Improving the Management System – Rethinking or Moving Beyond Deming Often Just Means Applying More of What Dr. Deming Actually Said – Management Advice Failures – Management Improvement Flavors – Has Six Sigma Been a Success?

Management Improvement Blog Carnival #157

Posted on February 10, 2012  Comments (0)

The Curious Cat management blog carnival is published 3 times a month with hand picked recent management blog posts. I also collect management improvement articles for the Curious Cat Management Articles site; you can subscribe via RSS for new article additions.

Management Improvement Blog Carnival #156

Posted on February 1, 2012  Comments (0)

The Curious Cat Management blog carnival highlights recent management blog posts 3 times each month. The posts generally focus on the areas I have focused on in the Curious Cat Management Guide since 1996 (Deming, evidence based management, lean manufacturing, agile software development, systems thinking…)

  • The Key Questions for a Minimum Viable Product Project by Anthony Panozzo – “What are you trying to learn with this particular MVP?
    What data are you collecting about your experiment?
    What determines the success or failure of the experiment?” [bold added - John]
  • Less Process, More Discipline by Charlie Martin – “Without it, you lose everything agile methods promise. The key to agile methods is this: You may have less process, but you must have more discipline.”
    • Sunset over Andaman, Khao Lak, Thailand

    Sunset over Andaman, Khao Lak, Thailand. By John Hunter

  • Evaluating Executive Performance by Art Smalley – “One interesting thing that I will note that was considered in Toyota in Japan by the HR department when evaluating executives was how their previous departments fared after they had left. If the department continued to improve then this was generally a good sign.”
  • The evolution of design to amplify flow by John Hagel – “If we want to remain successful and reap the enormous rewards that can be generated from flows, we must continually seek to refine the designs of the systems that we spend time in to ensure that they are ever more effective in sustaining and amplifying flows.”

    • Continue reading →

We are Being Ruined by the Best Efforts of People Who are Doing the Wrong Thing

Posted on January 30, 2012  Comments (5)

Deming’s Second Theorem: “We are being ruined by best efforts.”

What did Dr. Deming mean by this?

Another quote by Dr. Deming might give you a clue? “Best efforts will not substitute for knowledge.”

Irwin, the porcupine at the Animal Rescue League Wildlife Center has to work a little harder for his breakfast in this clip. The wildlife center likes to provide animals in captivity puzzles and challenges to keep them interested in their environment so they stuck his breakfast to the bottom of the mug.

Thankfully the baby porcupine in the video doesn’t ruin anything and instead just gives us an enjoyable video. He does spends a great deal of energy putting forth his best efforts, but without a theory :-) Best efforts can often cause damage to the organization when people give their best efforts but are not guided by knowledge of what is useful and what is harmful.

Another Deming Quote: “We are being ruined by the best efforts of people who are doing the wrong thing.” Please share your comments on how organizations are ruined by best efforts.

And I will wrap up the post with another quote from Dr. Deming: “We want best efforts guided by theory.”

Related: quotes by W. Edwards Deming – Deming on being Destroyed by Best Efforts – Righter Incentivization

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