Tag Archives: webcast

Bell Labs Designing a New Phone System Using Idealized Design

I remember hearing this same story when Russ Ackoff spoke at the Hunter Conference on Quality (which was named in honor of my father) in Madison, Wisconsin.

If you haven’t heard this story you are in for a treat. And if you haven’t heard Russell Ackoff before you get to enjoy a great storyteller.

"Tape" of Ackoff’s Bell Lab Lecture at the US Navy.

If you would limit yourself to paying attention to 5 thinkers to advance your understanding of managing organizations Ackoff should be one of them. Of course, many managers don’t even try to learn from 5 leading management thinkers to do their jobs better over their career. So for many people just learning from Ackoff, Deming, Scholtes etc. they would be far ahead of the path they are now for their career. Of course you are not limited to learning from 5 people so you can learn from more if you want to be a better manager and leader.

I probably remember a great deal from maybe 5 talks from the more than 5 years I attended the Hunter Conference (and they were the best conferences I have attended – this might explain why the last conference I attended was maybe 7 years ago). This was one of them. And I realized that Ackoff was someone I could learn a great deal from and it caused me to learn a great deal from Russ Ackoff over the next decade.

Watch the video for much more but the basic idea of idealized design is to create a new design for a product, service or the organization based on existing feasibility but without the constraints of the existing setup. Then you can use that ideal to figure out a plan to move from the existing state to that idealized design. Russell Ackoff co-authored a good book on the topic: Idealized Design.

Related: Ackoff, Idealized Design and Bell Labs (2006)Corporations Are Not Led By Those Seeking to Maximize Shareholder Value, Russ AckoffTransformation and Redesign at the White House Communications AgencyRussell L. Ackoff: 1919 -2009Dr. Russell Ackoff Webcast on Systems ThinkingDesigning a New Organization (2005)

Transform the Management System by Experimenting, Iterating and Adopting Standard Work

In this short video, Dr. John Toussaint describes how ThedaCare applied leadership standard work to create a successful management transformation. The changes to the management system were tested by applying standard work for all positions in 2 parts of the organization (including all senior management positions) and learning and adapting and then spreading the new methods to the rest of the organization.

Changes to the management system require the same testing and piloting of changes on a small scale as other process changes. Experiment by going an inch wide and a mile deep, iterate over PDSA cycles, and once we have a solution that works adopt it widely (the A in PDSA).

Related: Systemic Workplace ExperimentsTransforming a Management System, A Case Study From the Madison Wisconsin Police DepartmentTransformation and Redesign at the White House Communications AgencyCulture Change Requires That Leaders Change Their BehaviorStandard Work InstructionsHow To Create a Continual Improvement Culture

George Box Webcast on Statistical Design in Quality Improvement

George Box lecture on Statistical Design in Quality Improvement at the Second International Tampere Conference in Statistics, University of Tampere, Finland (1987).

Early on he shows a graph showing the problems with American cars steady over a 10 years period. Then he overlays the results for Japanese cars which show a steady and significant decline of the same period.

Those who didn’t get to see presentations before power point also get a chance to see old school, hand drawn, overhead slides.

He discusses how to improve the pace of improvement. To start with informative events (events we can learn from) have to be brought to the attention of informed observers. Otherwise only when those events happen to catch the attention of the right observer will we capture knowledge we can use to improve. This results in slow improvement.

A control chart is an example of highlighting that something worth studying happened. The chart will indicate when to pay attention. And we can then improve the pace of improvement.

Next we want to encourage directed experimentation. We intentionally induce informative events and pay close attention while doing so in order to learn.

Every process generates information that can be used to improve it.

He emphasis the point that this isn’t about only manufacturing but it true of any process (drafting, invoicing, computer service, checking into a hospital, booking an airline ticket etc.).

He then discussed an example from a class my father taught and where the students all when to a TV plant outside Chicago to visit. The plant had been run by Motorola. It was sold to a Japanese company that found there was a 146% defect rate (which meant most TVs were taken off the line to be fixed at least once and many twice) – this is just the defect rate before then even get off the line. After 5 years the same plant, with the same American workers but a Japanese management system had reduced the defect rate to 2%. Everyone, including managers, were from the USA they were just using quality improvement methods. We may forget now, but one of the many objections managers gave for why quality improvement wouldn’t work in their company was due to their bad workers (it might work in Japan but not here).

He references how Deming’s 14 points will get management to allow quality improvement to be done by the workforce. Because without management support quality improvement processes can’t be used.

With experimentation we are looking to find clues for what to experiment with next. Experimentation is an iterative process. This is very much the mindset of fast iteration and minimal viable product (say minimal viable experimentation as voiced in 1987).

There is great value in creating iterative processes with fast feedback to those attempting to design and improve. Box and Deming (with rapid turns of the PDSA cycle) and others promoted this 20, 30 and 40 years ago and now we get the same ideas tweaked for startups. The lean startup stuff is as closely related to Box’s ideas of experimentation as an iterative process as it is to anything else.

Related: Ishikawa’s seven quality control tools

He also provided a bit of history that I was not aware of saying the first application of orthogonal arrays (fractional factorial designs) in industry was by Tippett in 1933. And he then mentioned work by Finney in 1945, Plackett and Burman in 1946 and Rao in 1947.

Cognition: How Your Mind Can Amaze and Betray You

The webcast above is from the excellent folks at Crash Course. This webcast provides another view into the area of Deming’s management system on the theory of knowledge (the one most people forget), how we know what we know and how that belief isn’t always right.

Two of the four components of Dr. Deming’s management system were about our brains (psychology is the other) which makes a great deal of sense when you think about how focused he was on the human element in our organizations (and the others are viewed significantly by how they interact with our brains – how we view variation, how we often fail to look at the whole system when drawing conclusions, etc.).

I believe most people don’t give nearly enough attention to theory of knowledge especially and also psychology within the context of an organization. They are a bit messy and vague and dependent and not easy to create simple cut and paste instructions for how to manage. This webcast takes a different look at it without connections back to management but I think most people need to spend more time thinking about these ideas. This video can help you do that.

If you are constantly (multiple times a minute in this video) seeing the connections with Deming and how the points relates to management that is a good sign. If not, that probably means you should spend more time reading and thinking about the theory of knowledge and psychology (see managing people posts).

Related: Customers Are Often IrrationalRevealed preference versus stated preferenceHow We Know What We KnowThe Neuroscience of DemingIllusions: Optical and Other

Steve Jobs on Quality, Business and Joseph Juran

This webcast shows an interesting interview with Steve Jobs when he was with NeXT computer. He discusses quality, business and the experience of working with Dr. Juran at NeXT computer. The video is likely from around 1991.

America’s in a tough spot right now, I think. I think we have forgotten the basics. We were so prosperous for so long that we took so many things for granted. And we forgot how much work it took to build and sustain those basic things that were supporting out prosperity. Things like a great education system. Things like great industry.

We are being out-planned, we are being out-strategized, we are being out-manufactured. It there is nothing that can’t be fixed but we are not going to fix it up here, we are going to fix it by getting back to the basics.

I agree with this thought, and while we have made some progress over the decades since this was recorded there is a long way to go (related: complacency about our contribution the USA has received from science and engineering excellencewhen you were as rich as the USA was in the 1950s and 1960s more and more people felt they deserved to be favored with economic gifts without effort (forgetting the basics as Jobs mentioned)Silicon Valley Shows Power of Global Science and Technology Workforce). After World War II the USA was able to coast on an economic bubble of extreme wealth compared to the rest of the world for several decades (and the economic success built during that period even still provides great advantages to the USA). That allowed wealthy living conditions even without very good management practices in our businesses.

Where we have to start is with our products and our services, not with our marketing department.

Quality isn’t just the product or service. Its having the right product. Knowing where the market is going and having the most innovative products is just as much a part of quality as the quality of the construction of the product. And I think what we are seeing the quality leaders of today have integrated that quality technology well beyond their manufacturing.

Now going well into their sales and marketing and out as far as they can to touch the customer. And trying to create super efficient processes back from the customer all the way through the delivery of the end product. So they can have the most innovative products, understand the customer needs fastest, etc..

The importance of customer focus is obvious at the companies Jobs led. It wasn’t a weak, mere claim of concern for the customer, it was a deep passionate drive to delight customers.

Continue reading

The Art of Discovery

Quality and The Art of Discovery by Professor George Box (1990):

Quotes by George Box in the video:

“I think of statistical methods as the use of science to make sense of numbers”

“The scientific method is how we increase the rate at which we find things out.”

“I think the quality revolution is nothing more, or less, than the dramatic expansion of the of scientific problem solving using informed observation and directed experimentation to find out more about the process, the product and the customer.”

“It really amounts to this, if you know more about what it is you are doing then you can do it better and you can do it cheaper.”

“We are talking about involving the whole workforce in the use of the scientific method and retraining our engineers and scientists in a more efficient way to run experiments.”

“Tapping into resources:

  1. Every operating system generates information that can be used to improve it.
  2. Everyone has creativity.
  3. Designed experiments can greatly increase the efficiency of experimentation.

An informed observer and directed experimentation are necessary for the scientific method to be applied. He notes that the control chart is used to notify an informed observer to explain what is special about the conditions when a result falls outside the control limits. When the chart indicates a special cause is likely present (something not part of the normal system) an informed observer should think about what special cause could lead to the result that was measured. And it is important this is done quickly as the ability of the knowledgable observer to determine what is special is much greater the closer in time to the result was created.

The video was posted by Wiley (with the permission of George’s family), Wiley is the publisher of George’s recent autobiography, An Accidental Statistician: The Life and Memories of George E. P. Box, and many of his other books.

Related: Two resources, largely untapped in American organizations, are potential information and employee creativityStatistics for Experimenters (book on directed experimentation by Box, Hunter and Hunter)Highlights from 2009 George Box SpeechIntroductory Videos on Using Design of Experiments to Improve Results (with Stu Hunter)

Introductory Videos on Using Design of Experiments to Improve Results

The video shows Stu Hunter discussing design of experiments in 1966. It might be a bit slow going at first but the full set of videos really does give you a quick overview of the many important aspects of design of experiments including factorial designed experiments, fractional factorial design, blocking and response surface design. It really is quite good, if you find the start too slow for you skip down to the second video and watch it.

My guess is, for those unfamiliar with even the most cursory understanding of design of experiments, the discussion may start moving faster than you can absorb the information. One of the great things about video is you can just pause and give yourself a chance to catch up or repeat a part that you didn’t quite understand. You can also take a look at articles on design of experiments.

I believe design of experiments is an extremely powerful methodology of improvement that is greatly underutilized. Six sigma is the only management improvement program that emphasizes factorial designed experiments.

Related: One factor at a time (OFAT) Versus Factorial DesignsThe purpose of Factorial Designed Experiments

Continue reading

The Need to Improve Management While Building Organizations Fit For Human Beings

Gary Hamel: Reinventing the Technology of Human Accomplishment

I agree with Gary Hamel that we need to adopt new management strategies. I happen to believe most of new strategies we need to adopt have been known for decades, we just fail to implement many of them.

He argues it is hard to retain knowledge advantages (within companies). I agree. However execution advantages it seems to me are not that difficult to maintain. Few companies actually focus on the customer and continual improvement. Toyota can be incredibly open but still few others are not willing to actually put in the effort to execute fully.

The reverse accountability idea he discusses I don’t love as much as he does. I do believe it is good to value the entire workforce more and not base decisions on HiPPOs. Accountability is a loaded term, in my opinion. Even in he talk he focuses on the “fear” – if the supervisor doesn’t fix the issue to the reporters satisfaction in 24 hours it is escalated to the next level. The process could be better, without what seems like driving in fear, to me.

I agree that the best management strategy is to adopt the thinking he captures with “you cannot build a company that is fit for the future, without building one that is fit for human beings.” The part I don’t agree with is phrase he lead that quote with: “Because I think for the first time since the industrial revolution…” isn’t right. I think Dr. Deming taught that idea to Japan in the 1950’s and as we all know Toyota adopted as the core “Respect for People” principle. That concept was important in 1950. That management idea is needed. Adopting that principle would be new for many of our organizations. But it also is true that the idea has been known for decades.

I return to this theme frequently. We don’t need many new ideas. We just need to adopt the good ideas that have been proven for decades. The new ideas are mainly just a bit of flavoring to tweak the good ideas we have had available and just chosen to ignore.

Related: Respect People by Creating a Climate for Joy in WorkManagement Advice FailuresPositivity and Joy in Work

Toyota Kata Song – The Times They Are Changing

Very well done song, Toyota Kata – Managing by Means, by Doug Hendren – to the music of “The Times They are A-changing” by Bob Dylan. Doug sounds impressively similar to Dylan and the words are actually wonderful.

Managing by results, it don’t work anymore. Don’t stand in your office, go to the shop floor

to really improve you must iterate, see our problems as treasures before its too late, and eliminate waste, whether little or great. Take baby steps up to your dreams. And gradually reach a more flexible state if we want to manage by means.

Via: Lean Blog

Related: Toyota Kata (book)Learn Lean by Doing LeanThey Will Know We are Christians By Our LoveIf Your Staff Doesn’t Bring You Problems That is a Bad Sign

Customer Focus and Internet Travel Search

The internet should make finding airline flight information easy. Instead it is a huge pain. Hipmunk has taken on the challenge of doing this well, and I think they have done a great job. This video provides an excellent view of both web usability and customer focus. This is a great example of focusing on providing customer value and using technology to make things easy – which is done far to little at most companies.

Related: Innovation Example (Farecast – which seems to have been bought by Microsoft and broken)Making Life Difficult for CustomersConfusing Customer FocusJoel Spolsky Webcast on Creating Social Web ResourcesCEO Flight Attendant

A Theory of a System for Educators and Managers

Excerpts from The Deming Library Volume XXI, Dr. W. Edwards Deming, Dr. Russell Ackoff and David Langford demonstrate that educators can begin a quality transformation by developing an understanding of the properties and powers of systems-oriented thinking. You can order the entire video, as well as the rest of The Deming Library.

Great stuff! If you enjoy this blog (the Curious Cat Management Improvement Blog), you definitely should watch this webcast. This video has some great insight into education, learning and systems thinking. It also provides a good explanation of systems thinking compared to analysis. Dr. Ackoff: “You cannot explain the behavior of a system by analysis.” “The performance of the whole is never the sum of the performance of the parts taken separately: but it’s the product of their interactions. Therefore, the basic managerial idea introduced by systems thinking is that to manage a system effectively you must focus on the interactions of the parts rather than their behavior taken separately.”

Dr. Deming: “You may reduce defects to zero and go out of business.”

Dr. Ackoff: “Most discussion of education assume that the best way to learn a subject is to have it taught to you. That’s nonsense… Teaching is a wonderful way to learn. Therefore if we want people to learn we have to make them teach.” If you want more on this see David Langford’s work which provides great advice on how to improve learning and education.

Related: Dr. Deming Webcast on the 5 Deadly DiseasesAn Introduction to Deming’s Management Ideas by Peter ScholtesHow to Manage What You Can’t MeasureMarissa Mayer Webcast on Google InnovationTraffic Congestion and a Non-Solution

Change How Your Business Changes

[They seem to have broken the webcast so I have delete it. How sad it is how poor a job well financed organizations to at maintaining what they put online.]

John Kotter believes technology and globalization are requiring us to change more rapidly. “It is very difficult to innovate without requiring people to do something different.” If an organization culture is mainly avoiding making anyone uncomfortable, innovation and improvement are quite difficult.

Improvement is required to stay in business today. The key to good management systems is how rapidly improvement is achieved, not that improvement is being made.

Related: Communicating ChangeProcess Improvement and InnovationBuilding on Successful ImprovementHow to Improve

Technical Non-Support

A bit of fun from Dilbert. I have had the exact experience Dilbert does of tech support refusing to think about the actual symptoms of the problem and insisting on following some script and wasting my time – repeatedly. The second act takes on another time waster with a management tip from Dogbert: “Always postpone meetings with time wasting morons.” Dogbert hasn’t quite adopted the respect for people principle.

via: The final word on making meetings better

Related: Dilbert and DemingFinancial Planning Made EasyCEOs Plundering Corporate Coffersposts on meetings

Combinatorial Testing – The Quadrant of Massive Efficiency Gains

My brother, Justin Hunter, gives a lightning talk on Combinatorial Testing – The Quadrant of Doom and The Quadrant of Massive Efficiency Gains in the video above. The following text is largely directly quoted from the talk – with a bit of editing by me.

When you have a situation that has many many many possible parameters and each time only a few possible choices (a few items you are trying to vary and test – in his example in the video, 2 choices) you wind up with a ridicules number of possible tests. But you can cover all the possibilities in just 30 tests if your coverage target is all possible pairs. When you have situations like that you will see dramatic efficiency gains. What we have found in real world tests is greatly reduced time to create the tests and consistently 2 to 3 times as many defects found compared to the standard methods used for software testing.

You can read more on these ideas on his blog, where he explores software testing and combinatorial testing. The web base software testing application my brother created and shows in the demo is Hexawise. It is free to try out. I recommend it, though I am biased.

Related: Combinatorial Testing for SoftwareVideo Highlight Reel of Hexawise – a pairwise testing tool and combinatorial testing toolYouTube Uses Multivariate Experiment To Improve Sign-ups 15%What Else Can Software Development and Testing Learn from Manufacturing? Don’t Forget Design of Experiments (DoE)Maximize Test Coverage Efficiency And Minimize the Number of Tests Needed

Justin posted the presentation slides online at for anyone who is interested in seeing more details about the test plan he reviewed that had 1,746,756,896,558,880,852,541,440 possible tests. The slides are well worth reading.
Continue reading

Nice Non-techinical Control Chart Webcast

This very brief introduction to control charts by PQ Systems provides a very watchable non-technical overview. Getting people to understand variation is important, and not easy. This video is one more quick reminder for those still trying to incorporate an understanding of variation into their view of the world.

The idea is simple. But actually thinking with an understanding of variation people find difficult, it seems to me. It is very easy to continue to revert to special cause thinking (who did it? is often a sign of special cause thinking) – thinking that results are due to a special (unique) cause, instead of as the result of a system (which includes lots of common causes).

The value I see in this video is as a reminder for all those trying to operate with an understanding of variation. It is also a decent introduction, but much, much more would be needed to get people to understand why this matters and what is needed.

Related: Control Charts in Health CareHow to Create a Control Chart for Seasonal or Trending DataMeasurement and Data CollectionSix Sigma and Common SenseEuropean Blackout, not Human Error

Bill George on Leadership

Bill George is professor of management practice at the Harvard Business School and former chairman and CEO of Medtronic, the world’s leading medical technology company. Under his leadership, Medtronic’s market capitalization grew from $1.1 billion to $60 billion, averaging 35 percent a year. He is the author of the best-selling Authentic Leadership and a board member of Goldman Sachs, Target, and Novartis.

His board membership at Goldman Sachs certainly leaves him with something to answer for (which I don’t think he does in this webcast). With the damage that company has done to the USA economy you certainly can’t excuse a board member of responsibility for the actions that company has taken. You can listed to his first few minutes and don’t get the idea that he was a leader of the company most responsible for the credit crisis.

His words do sound nice but seem a bit short on much new. Lots of the “new leadership ideas” (like today you can’t have one leader that everyone follows – isn’t that at least 20 years old as a well know bad idea?). Also the idea that an organization exists to provide value to customers not to maximize shareholder value. I understand more people do not understand this point, so it is nice a Harvard MBA professor is pushing this idea (but again it isn’t new at all).

I guess I am a little disappointed in the video but others seem to like it and I do think he makes worthwhile points, just nothing really special (from where I sit). I did like how he discussed value tests come in real life.

I share what seemed to be his opinion that talking abstractly about values is less important than actions you take in the real world. I must admit I am getting more and more frustrated in the lack of moral and ethical values in those with power in our society (this is my feeling, not the speakers). And I do not have must patience for their ability to try to explain away their unethical behavior. I repeatedly see our lack of accountability of those with power (just look at how many people are in jail for all the hundreds of billions of financial fraud in the last few year (what maybe 5 people? 10?) and compare that to those in jail for much much less damaging crimes that have less power). His blog has some posts worth reading.

Related: Jeff Bezos Spends a Week Working in Amazons Kentucky Distribution CenterHarvards Masters of the ApocalypseAn Introduction to Demings Management Ideas by Peter Scholtes (webcast)Eric Schmidt on Management at GoogleLooting: Bankruptcy for Profit

Mihaly Csikszentmihalyi: Creativity, Fulfillment and Flow

“After a certain basic point, which translates, more or less, to just a few thousand dollars above the minimum poverty level, increases in material well being don’t see to affect how happy people are.”

The speech includes, the first purpose of incorporation at Sony:

To establish a place of work where engineers can feel the joy of technological innovation, be aware of their mission to society, and work to their heart’s content.

Excellent books by Mihaly Csikszentmihalyi:
Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi, 1991. People enter a flow state when they are fully absorbed in activity during which they lose their sense of time and have feelings of great satisfaction.
Good Business: Leadership, Flow, and the Making of Meaning.
Creativity: Flow and the Psychology of Discovery and Invention by Mihaly Csikszentmihalyi, 1997. Drawing on hundreds of interviews with exceptional people, from biologists and physicists to politicians and business leaders to poets and artists, the author uses his famous “flow” theory to explain the creative process.

Related: Extrinsic Incentives Kill Creativityposts on psychology Interviews with InnovatorsInnovation StrategyThe Purpose of an OrganizationFlow

Undercover Boss – Will They Really Change?

I am skeptical that this reality show (Undercover Boss) will actually do any good but the webclip looks fun. It will premier right after the Super Bowl on CBS.

The concept, if done right, could actually be interesting. But even in that case, I would be skeptical it would do much good. I may be wrong, but I would think we will get a whole bunch of thoughts based on one single data point (no appreciation of a system, no understanding variation, no understanding psychology – just playing to psychology, and no understanding of how we form beliefs). My guess is the show will largely be having fun with making bosses actually do physical and customer service work. And probably the bosses trying to appeal to the common working man with admiration about how hard this work is.

They then will go back to their overinflated salaries and continue to limit the rewards for those they spoke so highly of while TV cameras rolled, and in general practice disrespect for people not respect for people. If it actually gets a few MBAs to stop managing by spreadsheet and start actually managing with an understanding the business systems they manage that would be great.

Going to the Gemba, where the rubber meets the road is great. But unless the management systems are in place to improve it is more like a site-seeing trip than a management tool. More like those people that go to a working ranch for a vacation (where they work on a ranch) to experience something new before returning to their normal life.

via: Dan McCarthy, How to be an “Undercover Leader”. He is more hopeful than I am about the show.

Related: Management Advice FailuresHow to ImproveThe CEO is Only One PersonManagement Improvement

Management Webcast: Introduction to Lean Manufacturing

Webcast introduction to lean manufacturing by Ron Pereira. This is a great 9 minute introduction to the topic, for those not familiar with lean thinking. It sets the context for lean thinking and provides some history on how lean manufacturing has developed. Get videos on learning about lean from the Gemba Academy.

Related: Oranges, Pebbles, and SandDr. Russell Ackoff Webcast on Systems ThinkingAn Introduction to Deming’s Management Ideas by Peter ScholtesEric Schmidt on Management at GoogleManagement WebcastsWorkplace Management by Taiichi Ohno

Statistical Learning as the Ultimate Agile Development Tool by Peter Norvig

Interesting lecture on Statistical Learning as the Ultimate Agile Development Tool by Peter Norvig. The webcast is likely to be of interest to a fairly small segment of readers of this blog. But for geeks it may be interesting. He looks at the advantages of machine learning versus hand programming every case (for example spelling correction).

Google translate does a very good job (for computer based translation) based on machine learning. You can translate any of the pages on this blog into over 30 languages using Google translate (using the widget in the right column).

Via: @seanstickle

Related: Mistakes in Experimental Design and InterpretationDoes the Data Deluge Make the Scientific Method Obsolete?Website DataAn Introduction to Deming’s Management Ideas by Peter Scholtes (webcast)