Operational Definitions and Data Collection

Americans’ Dirty Secret Revealed [the broken link was removed] by Bjorn Carey
See also: Google News on washing hands [broken link was removed] – Soap and Detergent Association press release [another broken link was remove]

A study released recently spawned a flurry of articles on washing hands. I have seen such reporting before and again I find it interesting (as sad as that might be). The stories repeatedly say things like: “Men’s hands dirtier than women’s.” The study actual was focused on the percentage of people who washed their hands. While there is likely a correlation, making such leaps in reporting data is not wise. This example is often mirrored in the data use of organizations; where interpretations of the data are given as the facts instead of the data itself.

However that is not what I find most interesting. Instead I find the lack of operational definition interesting. In many of the articles they have quotes like:

In a recent telephone survey, 91 percent of the subjects claimed they always washed their hands after using public restrooms. But, when researchers observed people leaving public restrooms, only 83 percent actually did so.

Only 75 percent of men washed their hands compared to 90 percent of women, the observations revealed.

Claims are often made about results that only are justified based on unstated assumptions about the real world results that the data are meant to represent. But those claims are undermined when there is no evidence provided that the assumptions are valid. Without operational definitions for the data there is a significant risk of making claims about what the data means that are not valid.

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Posted in Data, Deming, Management | Tagged , , , , | 1 Comment

Googlebombing

The Google blog has a new post on: Googlebombing ‘failure’

Basically they explain that Google is not making a judgment that the result top results for “failure” represent Google’s opinion of who is a failure. The top result is the Biography of President George W. Bush [the broken link was removed] on the whitehouse.gov web site, and the second result is Michael Moore’s home page.

As Google explains:

By using a practice called googlebombing, however, determined pranksters can occasionally produce odd results. In this case, a number of webmasters use the phrases [failure] and [miserable failure] to describe and link to President Bush’s website, thus pushing it to the top of searches for those phrases.

That explanation makes sense.

We don’t condone the practice of googlebombing, or any other action that seeks to affect the integrity of our search results, but we’re also reluctant to alter our results by hand in order to prevent such items from showing up.

I think here their post gets a bit tricky. I think it makes sense that they say they don’t condone “the practice of googlebombing” but exactly what the difference between that and the “collective wisdom” of the web that they tap to determine what words people use to link to a web page is tough to say. If a bunch of web authors think the photos of Olympic National Park on our web site are worthy of linking to that is exactly the type of information Google takes advantage of to provide relevant search results.

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Everybody Wants It, Toyota’s Got It

Everybody Wants It, Toyota’s Got It [oops, pointy haired boss broke link, so I removed it] by Grant Robertson, Globe and Mail (Canada):

Despite riding atop the North American auto sector for the past decade, the company’s manufacturing methods are an open book.

People often look for the secret new idea instead of just executing well. So much improvement is available just using ideas that have been known for decades. But instead of doing that people keep searching for new magic bullets.

Line workers spend two hours at one job, then transfer to another within their group of half a dozen people, a strategy Toyota believes helps break monotony, foster teamwork and keep the plant flexible when employees are away.

“Toyota has probably laughed behind everybody’s backs for years,” he says. “Everybody goes in there and looks at [the Cambridge plant] and walks out, but doesn’t really understand how to do it. So because of that, I guess they still continue to let them look at it.”

Posted in Management Articles, Toyota Production System (TPS) | Tagged | 2 Comments

25 New MacArthur Fellows

25 New MacArthur Fellows Announced
press release [the broken link was removed]
overview of fellows [the broken link was removed]

The John D. and Catherine T. MacArthur Foundation today named 25 new MacArthur Fellows for 2005. Each received a phone call from the Foundation this week informing them that they will be given $500,000 in ‘“no strings attached’ support over the next five years.

I think the fellowships are a great idea: give money to people who have done excellent work. I am not sure of the motivations of the MacArthur Foundation, but if it were me I would trust by providing funds to those people they would (as a group, not every single person) take advantage of those funds to create great advances for all of humanity.

As I have mentioned before I also like, Trickle Up. While different in actual, to me there is a similarity: money is given that provides opportunity that I trust will make for a better world. The fellowship site does mention: “unrestricted fellowships to individuals across all ages and fields who show exceptional merit and promise of continued creative work” which indicates they do expect conduit creative work even though the fellowship is unrestricted.

It is great to see examples of those doing work worthy of such high praise.

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Solectron IndustryWeek Best Plant

Solectron Corp: IW Best Plants [the broken link was removed] by John Teresko

To empower its employee strategy, Columbia (and the rest of Solectron) is dedicated to an ongoing journey of Six Sigma and lean manufacturing, says Petta. For example, several times a year it is not unusual to encounter kaizen events on the plant floor

before lean arrived at Columbia, WIP typically was five days. After implementation of lean, WIP has been reduced to a half-day to one day. Lean also has cut employee “touches” as measured by the number of times a unit is picked up or transferred from one station to another. On average, “touches” have been reduced from eight to four, Petta says.

Solectron has long been a company focused on management improvement: Baldrige, Six Sigma, Process Improvement, Lean etc. Their stock value sure has not done well however. Partially this is due to the very difficult contract manufacturing competitive landscape.

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Healthcare Costs Spike Again

Healthcare Costs Spike Again [the broken link was removed] by Jeanne Sahadi, CNN/Money:

The premium growth rate this year – 9.2 percent – outpaced by miles both the growth in wages (2.7 percent) and inflation (3.5 percent)

since 2000 premiums for family coverage have gone up 73 percent. During the same period, wages rose just 15 percent.

This is not sustainable. I feel like Brad Setser talking about the USA trade deficiets (by the way if you have any interest in economics, or international trade, or investing you really should read his economics blog [the broken link was removed] – it is great). Deming noted excessive health care costs as a deadly disease to the American economy and the news just gets year after year. This system is obviously broken and in need of fundemental change.

Related Health Care posts:

Health Care improvement articles and studies via the Curious Cat Management Improvement Library.

Posted in Deming, Economics, Health care, Systems thinking | Tagged | 2 Comments

Edson Puts The Squeeze On Waste

Edson Puts The Squeeze On Waste [the broken link was removed] by Ron Richardson

“One of our wrong, old core beliefs was that inventory is good,” says Hattin. “We thought it provided rapid availability to parts and allowed us to get to work quicker. That was the first sacred cow sacrificed on the altar of Lean management.” He says there were some veteran employees who felt “a good deal of pain” when the old way of operating was tossed out.

“Our mantra now is unless we have an order for it, we don’t build it. That and some multi-skilled plant people – for which we pay them extra for the additional skills have made us more effective.”

Accepting lean ideas is not always easy. Lean thinking requires a new way of viewing the world. The system must change for the methods to work.

In doing its own thing, Edson scrapped a computer-based kanban system in favor of its manual set up because, as Hattin explains,”it’s self-managed and provides quick visibility on the tasks on hand. “The investment was reasonable – about $78 for a peg board and color cards. The best thing about it is that everyone can see what’s going on in about 10 seconds and knows what the next job is.”

Advanced technology is great, but as a hammer is not always the best tool, similarly the most technologically sophisticated solution is not always the best solution.

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Using Lean and Six Sigma in Project Management

Using Lean and Six Sigma in Project Management by Derrell S. James, Quality Digest:

Our subject company used tools such as 5S to establish consistent workforce organization and improve productivity per square foot of space. They used standard work to ensure consistency of the most optimal methods and communicated these to its manufacturing divisions throughout North America. By reducing inhibitors to just-in-time manufacturing, they reduced inventories, total cycle time and internal costs.

However, the quality of that velocity is forever tied with reducing variation–thus the innate and required linkage with Six Sigma tools.

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Measurement and Data Collection

This is my response to the Deming Electronic Network message (the site is dead, so I removed the link) on measurement.

I find it useful to ask what will be done with the results of data collection efforts (in order to confirm that the effort is a wise use of resources). If you don’t have an answer for how you will use the data, once you get it, then you probably shouldn’t waste resources collecting it (and I find there is frequently no plan for using the results).

I have found it helpful to ask: what will you do if the data we collect is 30? What will you do if it is 3? The answer does not need to be some formula, if 30 then x. But rather that the results would be used to help inform a decision process to make improvements (possibly the decision to focus resources in that area). I find, that asking that question often helps reach a better understanding of what data is actually needed, so you then collect better data.

I believe, it is better to focus on less data, really focus on it. My father, Bill Hunter, and Brain Joiner, believed in the value of actually plotting the data yourself by hand. In this day and age that is almost never done (especially in an office environment). I think doing so does add value. For one thing, it makes you select the vital few important measures to your job.

But it is very difficult for anyone to actual suggest plotting data by hand: they must be very secure in their reputation (or maybe a bit crazy), because it seems to be a hopelessly outdated idea that paints you as the same. My appeal, within the Deming context, is that the psychology of plotting the points yourself is qualitatively different from letting the computer do it. Plotting the data yourself serves to lift the data that you plot out of the sea of data that we find ourselves inundated with and gives you a deeper connection to it. You would not plot all the data that you use by hand; just the most important items.

John Hunter
Curious Cat Management Improvement Connections

Posted in Data, Deming, Management, quote, Statistics | Tagged , , , , , , | 5 Comments

Keeping High Tech Jobs

Keeping High-Tech Valley Jobs [the broken link was removed] by Ed Taylor, East Valley Tribune (Arizona) via Lean Manufacturing Blog:

The company was able to make the move in part be cause of new lean manufacturing techniques adopted in Phoenix that increased the capacity of the plant by 25 percent without additional capital spending, Hall said.

Engineers achieved that by changing the layout in the fab and reducing losses in the manufacturing process, Hall said. And employees were trained in Six Sigma quality improvement techniques, he said.

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