Laurence Haughton on Peter Drucker

Laurence Haughton on Peter Drucker [the broken link was removed]:

He criticized organizations who issued directives to “cut 5 or 10 percent from budgets across the board.”

And I’ll bet others can find 100 additional quoted and ignored lessons from Peter Drucker just like that one

I’m sorry to say that despite all the tributes, up to now, we’ve learned very little from Peter Drucker.

It is frustrating, but I wouldn’t draw that conclusion.

As readers of this blog know, I am a big fan of W. Edwards Deming’s ideas. Many of his ideas are ignored. However, even so, his influence on management in America, and worldwide, has been significant and positive. The way I see it even though managers are only benefiting from say 20% of the wisdom of Deming or Drucker that could very well still make Deming or Drucker the most influential management expert.

updated: Also see the Slacker Manager post on The Drucker paradox [the broken link was removed]

Related: Why Use Lean if So Many Fail To Do So Effectively

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Superior Customer Experiences

Grow Your Business Through Superior Customer Experiences [the broken link was removed] by D. Randall Brandt and Rodger Stotz:

In that study, Oakley found that there is a direct link between employee satisfaction and customer satisfaction, and between customer satisfaction and improved financial performance. Employee satisfaction is a key antecedent to employee engagement. He also found that organizations with engaged employees have customers who use their products more, and increased customer usage leads to higher levels of customer satisfaction.

Managing organizations is a complex endeavor. Employee satisfaction is one factor in an interdependent system that a manager must consider. The challenge is managing the interactions. Most decisions will impact many different facets of the organization. How you weigh the competing desires for profit, pleasing customers, providing good jobs for employees, etc. is what management is about.

This is not a zero-sum game. Good managers grow the pie so all the stakeholders can get more benefit (customers, investors, employees…).

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Management Science for Software Engineering

Management Science for Software Engineering [the broken link was removed]:

using the Theory of Constraints 5 focusing steps and the drum-buffer-rope solution for production flow problems, it was possible to increase the productivity of a sustained engineering department by more than 200%. In the final, quarter of the study period, a 25% increase (elevation) of the capacity constrained resource, produces a 25% increase in overall system throughput – just as the theory and model would predict.

Read the full paper by David Anderson, Microsoft, From Worst to Best in 9 Months – Implementing Drum-Buffer-Rope in Microsoft’s IT Department: [the broken link was removed]

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The Man Who Invented Management

The Man Who Invented Management [the broken link was removed], a cover story in Business Week on Peter Drucker.

Posts related to Peter Drucker.

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Peter Drucker On Leadership

Peter Drucker On Leadership [the broken link was removed]

Effective leaders check their performance. They write down, “What do I hope to achieve if I take on this assignment?” They put away their goals for six months and then come back and check their performance against goals. This way, they find out what they do well and what they do poorly. They also find out whether they picked the truly important things to do. I’ve seen a great many people who are exceedingly good at execution, but exceedingly poor at picking the important things.

More on Peter Drucker:

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Problems with Lean Manufacturing Awards

Dangers in Lean Manufacturing Awards from the Got Boondogle blog:

My simple understanding of lean principles is to focus on the pursuit of company survival for eternity with the elimination of waste while adding value for customers, enhancing quality of life for employees and contributing to society. The pursuit of lean manufacturing awards is not on the list of objectives.

Another good post from an excellent blog that is well worth reading. Much can go wrong when pursuing an award.

I am not convinced pursuing an award is definitely a bad idea. It might be that the pursuit of an award can help the organization focus. However, I also see the dangers and would have to guess in most instances it is less effective to pursue management improvement awards than just pursuing improvement of the organization.

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Managing Innovation

TQM, ISO 9000, Six Sigma: Due Process Management Programs Discourage Innovation? [the broken link was removed – so many organizations show how unable they are to act with a concern for anything but the very short term]

“In the appropriate setting, process management activities can help companies improve efficiency, but the risk is that you misapply these programs, in particular in areas where people are supposed to be innovative,” notes Benner. “Brand new technologies to produce products that don’t exist are difficult to measure. This kind of innovation may be crowded out when you focus too much on processes you can measure.”

Well I don’t think the idea that innovation is needed was not understood decades ago. It seems to be one of the typical refrains when people want to change – oh that old stuff was only about x and now we need to focus on Y.

I commented on this before: Fast Company Interview: Jeff Immelt

As to focusing only on measurable items: yeah that has been recognized as bad, again for decades.

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A Great Day for Georgia-Pacific

A Great Day for Georgia-Pacific [the broken link was removed] by Bill Waddell

The Koch people also said that G-P would be much better off not having to deal with “the distraction of quarterly reports” and they would be able to “execute strategic decisions much faster” if they did not have to drag Wall Street along with them.

They previously had been a Honda North America supplier, but have done so well they are going to sell automatic transmission shifters to Honda world wide, including in Japan. They have been described by one lean expert as “the poster boy for the Toyota Production System”. Imagine that! A U.S. company – in Michigan, no less – supplying Honda in Japan. So much for lean not being enough and U.S. companies having to be lean and in China in order to turn a buck.

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Curious Cat Science and Engineering blog

We have moved the Curious Cat Science and Engineering blog to a new home.

About Our Science and Engineering Blog:
The title of the blog gives you an idea of the topics we explore. Some additional insight into our aim:

  • Primary education (k-12) in science, math and engineering – we will post about the state of education (research etc.) and news and items of interest to teachers and students. We aim to be a resource that helps teachers and students learn about science and engineering. The K-12 category will be targeted at teachers and students. We are also trying a students category for items we think might be of particular interest to students (and we believe teachers might find useful as items to interest students in science and engineering).

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Lean Education Academic Network

Lean Education Academic Network [the broken link was removed], is a group of academic and industry people interested in bringing lean content into academic programs. The Leaneduc email list will send you announcements from the network.

From Exclusive Q&A with Jim Womack, Part 4:

We recently came across a new industrial engineering text from a major American publisher titled something like “Principles of Lean Engineering” in which the first chapter was about … Economic Order Quantity! It got Jim so mad that he decided it was time to bring together all of the right-minded engineering faculty along with operations faculty from business schools to create the just-formed Lean Education Academic Network (LEAN). The idea is for right-minded faculty to share all of the existing teaching materials and then devise the kind of textbooks and teaching materials that should have been universally used years ago.
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