The Software Engineering Manager’s Lament

The engineering manager’s lament by Eric Ries:

In teams that follow the “pick two” agenda [quality, time or price], which two has to be resolved via a power play. In companies with a strong engineering culture, the engineers pick quality. It’s their professional pride on the line, after all. So they insist on having the final say on when a feature is “done” enough to show to customers. Business people may want to speed things up by spending more money, but enough people have read the Mythical Man-Month to know that doesn’t work.

In teams that have a business culture, the MBA’s pick time. After all, our startup is on a fixed budget. They set deadlines, schedules, and launch plans, and expect the engineering team to do what it takes to hit them. If quality suffers, that’s just the way it is. Or, if they care a lot about quality, they will replace anyone who ships without quality. Unfortunately, threats work a lot better at incentivizing people to CYA than getting them to write quality software.

* Practice five why’s to get to the root cause of future problems. Use those opportunities to add tests or alerts that would have prevented that problem. Make the investment proportional to the problem caused, so that everyone (even the business leaders) feels good about it.

Excellent post, focused on software development but with usable information for anyone seeking to improve management practices.

Related: Amazon S3 Failure AnalysisIT Talent Shortage, or Management Failure?Future Directions for Agile ManagementWhy Extrinsic Motivation FailsIf Tech Companies Made Sudoku

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CEOs Plundering Corporate Coffers

Pointy haired bosses broke the code they provided on their site for embedding a Dilbert comic, so I removed the broken code.

Dogbert: “I am stepping down as CEO so I can spend more time with the money I stole from this hellhole.” Unfortunately we still have far too few people that see the obscene behavior of CEOs and their brooks brother bureaucrats as unacceptable. The behavior of many of them has been similar to that of dictators looting the coffers of their country as the country sinks into despair. The CEOs have their actions supported by a flock of board members that are also spared the condemnation their despicable behavior deserves.

I must say I am amazed at how brazenly those participating in looting companies from within are; and how it is accepted. It is a shame such unethical behavior is tolerated. It seems once companies implode their are some minor complaints about the behavior, in the specific case in question, as though it was not the accepted current practice among the many of those in positions of power (Warren Buffett being one obvious counterexample).

At some point I sure hope those looting companies and voting to support such things are seen for what they are. And I hope we don’t make excuses about how those taking what they didn’t deserve were somehow excused because they paid large sums of money to others to say such behavior was acceptable. Undermining all those that rely on a companies long term success is despicable behavior. That we accept those doing so and those board members supporting it as honorable members of society is a sad commentary on our society. I understand they feel entitled to loot when they see their neighbors buying castles around the world and helicopters and jets and… But their behavior is despicable.
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Flaws in Understanding Psychology Lead to Flawed Management

How Business Pays for its View of Human Nature by Fred Kiel makes some good points. I think he is a bit off in why the points are good, but…

This 19th-century concept, embedded in classic economic theory and still embraced today, rests on two assumptions about human nature. The first is that individuals are only motivated by self-interest; the second is that we’re all rational decision-makers.

I believe people are self interested and somewhat rational. However, self interest, is complex. People want to be liked, people want to be part of something good, people want to feel they are appreciated, people like having money to buy what they want… Some people like to feel better than others, some are insecure…

Thinking that people are guided by self interest and somewhat rational decision making is helpful, I believe. But that understanding is a simplification of a complex area; too often people seek over-simplified models to base their decisions upon (I now have 92 posts in the psychology category of this blog). And fearful, ill-informed, un-trained (in ways that build the capacity to make rational decisions) workers pursuing their self interest is often much more harmful than workers that are more secure, trusting, knowledgeable, committed workers pursuing their self interest. If you design your organization with what Dr. Deming called an understanding of psychology then you can make these traits work for the organization instead of against the organization.
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Six Sigma v. Common Sense

Response to LinkedIn question [the broken link was removed]: “Whether Six Sigma as a quality tool really delivers the benefits ? How does it makes difference from a common sense approach ? (Where the process wastes and the required solution is known / can be easily identified just by applying common sense)”

Six sigma (or another management improvement method) can help in several ways. First, lots of things that are sensible are not done. A method to assure that more sensible things are done is useful.

Second, many things are sensible, but are not sensible when looked at in isolation (sub-optimization). Six sigma can (not does, can – sometime this won’t happen) assist those in the organization to evaluate from a larger context than they normally do. So instead of say the IT department forcing everyone to use some poorly designed software because it is the cheapest thing for the IT department to support the added costs to the rest of the organization are more fully considered.

Third, many things that are sensible are not evaluated based on their sense but instead based on internal politics… A standard methodology can help focus people on the merits of a proposal instead of who said it (again six sigma can do this, often it fails as the organization continues to cling to old patterns of power over sense).

Fourth, many of the tools, go beyond what sensible people alone see (design of experiments, understanding variation, PDSA, systems thinking, root cause analysis). Using the tools can often lead to valuable discoveries that were not obvious without using the tools.

If the solutions were obvious why were they not done last year? It is true that there are often plenty of simple improvements waiting to be adopted because management has done such a poor job that obvious improvement are left undone. But once sensible management is in place, eventually those obvious improvement will be done and a more structured approach to finding improvement is valuable. Even simple concepts like letting those that work on the process improve the process are often ignored by organizations (even those saying they are doing six sigma, unfortunately). So I see a strong value in adopting management improvement principles and tools.

Related: Management Advice FailuresImprovement Tools and Improving ManagementSix Sigma PitfallsWhy Isn’t Work Standard?European Blackout: Not “Human Error”

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National Medal of Technology and Innovation

photo of 2007 Medals of Technology and Innovation Presentation at the White House

Armand V. Feigenbaum received the 2007 National Medal of and Technology and Innovation for his leadership in the development of the economic relationship of quality costs, productivity improvement, and profitability, and for his pioneering application of economics, general systems theory and technology, statistical methods, and management principles that define The Total Quality Management approach for achieving performance excellence and global competitiveness.

In 1987, Dr. W. Edwards Deming received the medal for his forceful promotion of statistical methodology, for his contributions to sampling theory and for his advocacy to corporations and nations of a general management philosophy that has resulted in improved product quality with consequent betterment of products available to users as well as more efficient corporate performance.

In 1992, Joseph M. Juran received the medal for his lifetime work of providing the key principles and methods by which enterprises manage the quality of their products and processes, enhancing their ability to compete in the global marketplace.

Related: 2007 National Medals of Science and Technology2007 Baldrige National Quality Award2007 William G. Hunter Award2005 and 2006 National Science and Technology MedalsASQ Deming Medal to Peter Scholtes

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Management Improvement Carnival #45

Read the previous management carnivals. Also see the management Reddit for popular new blog posts to include in future carnivals.

  • Hire them, fire them, do what you want with them by Jay Padinjaredath – “A quote from Deming: “In Japan when a company has to absorb a sudden economic hardship… First the corporate dividends are cut. Then the salaries and the bonuses of the top management are reduced…. Lastly, the rank and file are asked to accept pay cuts…”
  • The Art of the A3 by Matthew May – “Every A3 tells a story. And like every story, each one is a little different, style-wise. But like any good story, there’s a clear structure.”
  • Spirit of the Toyota Suggestion System by Mike Wroblewski – “Our job as lean leaders is to help create that environment and inspire everyone to act, to take action to make improvements.”
  • To Motivate or Not to Demotivate by Jurgen Appelo – “Some people tell me that ‘you cannot motivate a person’. You can only “remove the impediments that prevent a person from being motivated”. Or, in other words, ‘you can only eliminate demotivation‘. Well, I don’t agree!”
  • Managing To Learn by Tom Southworth – “PDCA, or continuous improvement, never has an end, does it? We’re not solving problems, we’re implementing countermeasures to make positive changes to an existing condition.”
  • Demotivating a (Good) Programmer by Louis Brandy – “consider this your executive summary: he is motivated because he likes the actual work. That’s the Achilles heel. Now, before you think you’ve got this problem solved, let me explain to you the secret to the secret: what he thinks is cool is almost beyond your comprehension”
  • Apologizing Does NOT Get to the Root Cause by Mark Graban – “if you’re just putting the fire out without looking for a root cause or for prevention, you’re going to have the same problem occur again.”
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Restaurant Eliminates Tipping to Improve System Performance

Why Tip? by Paul Wachter

When he opened the Linkery [the broken link was removed], Porter said, he hoped his employees would become as emotionally invested in the venture as he was, sharing a sense of purpose and joy in their work.

Porter instead proposed a service fee of 18 percent, to be pooled and split roughly 3 to 1 between the restaurant’s front of the house and its kitchen.

Porter, like the anti-tippers of yore, was persuaded tipping itself was pernicious. “If you have a fixed gratuity, but people are still tipping, then you’re back to Square 1 in terms of the money dynamic,” he says.

The restaurant was already paying 65 percent of its employees’ health-insurance premiums, and Porter was working on a scheme to give long-term employees ownership stakes in the business.

But Chelsea Boyd told me that eliminating tipping had made her work as a waiter at the Linkery more meaningful than any other restaurant job she has had in the previous 10 years. “For the first time, I get to concentrate on the job, and I’m looking at the guests without seeing dollar signs or worried about what anyone else is making,” she says. Under the old system, waiters earned between $25 and $35 an hour, much of which was untaxed. “Now, waiters make about $25 an hour, which is fully taxed,” Boyd says.

Renee Lorion, a former waitress at the Linkery who now works in publishing in New York, liked the new anti-tipping policy too. “As servers, we all took a pay cut, but we knew it was for the general health of the restaurant,” she told me. “What made it work is that Jay was very transparent about the restaurant’s finances.”

Obviously, the kitchen appreciates the new policy. “Earning three or four extra bucks an hour makes a difference,” Matthew Somerville, a cook, says. “In most restaurants, there’s not a close relationship between the front and the kitchen. But here you don’t have that tension, where waiters are trying to accommodate customers’ special requests, while the cooks doing the extra work don’t see any of the tips.” Today, Porter’s employees appear almost as fervent in their opposition to tipping as their boss.

The single most important factor in determining the amount of a tip is the size of the bill. Diners generally tip the same percentage no matter the quality of the service and no matter the setting.

In his one concession to big tippers, Porter offers them the option of donating money to charity. The Linkery’s charity of the month is printed on the menu, and in two years more than $10,000 has been raised for various causes.

This is an interesting article discussing some of the psychological and systems thinking aspects of managing a system made up of people.

Related: Eliminating CommissionsLosses Covered Up to Protect BonusesRespect for People, Understanding PsychologyLosing Consumers’ TrustCompensation at Whole FoodsI wasted the best years of my life

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Idle Workers Busy at Toyota

Idle Workers Busy at Toyota

Instead of sending the workers home, as the Detroit makers often do, Toyota is keeping them at the plants, though. The employees spend their days in training sessions designed to sharpen their job skills and find better ways to assemble vehicles.

At its Princeton plant, by contrast, Toyota is using the down time to hone its workers’ quality-control and productivity skills. The company has pledged never to lay off any of its full-time employees, who are nonunion.

Jim Lentz, president of Toyota Motor Sales, the company’s U.S. sales unit, said the company believes keeping employees on the payroll and using the time to improve their capabilities is the best move in the long run. “It would have been crazy for us to lose people for 90 days and [then] to rehire and retrain people and hope that we have a smooth ramp-up coming back in,” Mr. Lentz said.

In Princeton, senior plant manager Norm Bafunno said he can already see the benefits of the training. Mr. Bafunno cites a Teflon ring designed by an assembly worker during the down time that helps prevent paint damage when employees install an electrical switch on the edge of a vehicle’s door.

Mr. Mason, a 40-year-old former firefighter, added: “One of the major things that everyone is grateful for is that they thought enough of us to keep us here.”

Toyota continues to show intelligence, long term thinking, respect for people… in their management decisions. I worry they may capitulate and make explanations about how the economy forced them to abandon their principles. I hope they prove that cynical fear in me to be wrong, in their case.

Related: Bad Management Results in LayoffsToyota Management Not Close to Being DuplicatedToyota’s Commitment to CustomersPeople are Our Most Important AssetJim Press, Toyota N. American President, Moves to Chrysler

Posted in Lean thinking, Management, Management Articles, Manufacturing, Respect, Toyota Production System (TPS) | Tagged , , , , | 2 Comments

Financial Market Meltdown

The financial market meltdown has grown to the point where it has profound ramifications for everyone. The common wisdom for financial market variation, for most of us, is just to focus on the long term and don’t worry about short term fluctuations. That is good advice. This panic is threatening to override that wisdom however. There are at least 2 areas to consider: personal finance and business prospects (how managers need to take this crisis into account).

On personal finance I still believe the same smart personal financial decisions last year, or five years ago are wise today: avoid credit card debt, have an emergency fund of 6 months of expenses, save for retirement, have proper health insurance, don’t buy what you don’t need and can’t afford… The biggest change I see is that the risks of failing to do these things (and the risks of failing to have done them in the past) are increasing greatly.

One of the challenges with personal financial matters is they are by nature long term issues. What you did over the last 5 years cannot be fixed in a few weeks, most likely it takes years. For more details follow the links in the paragraph above (to posts on the Curious Cat Investing and Economics Blog). You can’t make much progress quickly on these matters if you failed to do so over the last 5 years. However, you can at the very least start doing so now and you can even go a bit further if you were doing well (I am seriously considering raising my retirement contributions to take advantage of low stock prices).

On the impact to management area, this crisis has reached the point at many companies that managers not involved in finance have already been dealing much more with the importance of cash flow. And all indications indicate the risks related to manage cash flow are increasing dramatically. The expected sources of cash to provide for long term investments, for medium term investments and even short term cash flow needs are disappearing in a way I don’t think anyone predicted was possible.

What will happen in the next 1-6 months is very hard to predict. Most likely the credit markets will recover some (it is hard to imagine they could stay this broken). But to what extent is hard to say. And the real business risks of almost unimaginable (anytime the last 70 years anyway) problems raising cash, require managers to evaluate how to react today based on these risks. Even a month ago, for most businesses (outside of the financial industry or those with extremely heavy financing needs) this was not likely a consideration.
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2008 Deming Prize: Tata Steel

Tata Steel, India, has been awarded the 2008 Deming Prize. They were the only organization to receive the prize this year.

Mr. B. Muthuraman, Managing Director, Tata Steel, while expressing satisfaction over this accomplishment said, “No other activity made us think so deeply about our business and relationships than the process of applying for the Deming Prize. Total Quality Management (TQM) is a fundamental way of managing business and every organization can gain from institutionalizing the culture necessary to win this prize.” He dedicated this recognition to the employees of Tata Steel, its customers and business partners who have consistently embraced the culture of continuous improvement and demonstrated a great teamwork leading to several recognitions in the last 20 years since the TQM journey started at the Steel Company in 1988.

India continues to do very well, collecting more Deming Prizes than all other countries combined since 2000. Countries of organizations receiving the Deming Prize since 2000 (prior to that almost all winners were from Japan):

Country Prizes
India 15
Thailand 8
Japan 4
USA 1
Singapore 1

The 2007 Deming Prize for Individuals went to Mr. Masahiro Sakane, Chairman, Komatsu Limited, Japan. Previous recipients include: Kaoru Ishikawa, Genichi Taguchi, Shoichiro Toyoda, Hitoshi Kume and Noriaki Kano.

Related: 2008 the Deming Prize Winners AnnouncedTata Steel India wins Deming Application Prize-2008Deming Prize 20072005 Deming PrizeDr. Deming’s Thoughts on Management

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