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Human Proof Design

Posted on October 6, 2015 by John Hunter

Human proof design is design that prevents people from successful using the item.

It is similar to mistake proofing except instead of prevent mistakes it prevents people from using it.

When you see human proof design you will often see signs to tell people how to use the device that has been human proofed. Common instances of this are hotels that have shower designs so opaque they need instructions on how to use a device most people have no problem using if they are not human proofed.

Human proof design is often created by a subset of designers that care about how something looks more than how it is used.

Most people prefer designs that are beautiful without being human proofed. The Design of Everyday Things is a great book on designing beautifully with customer focus.

A sign your design is human proofed is that a sign or manual is needed for people to use it.

Most human proof design can be identified very simply by having regular people try to use the item. Watch what they do and when they struggle to use it, many problems will be very obvious. You can’t use people in this effort that are significantly different from the normal users.

In several areas I see these failures quite often. Hotel rooms are a common source of problems. The light switches are often very odd and I have to search all over to find out how to turn on or off different lights.

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Posted in Creativity, Customer focus | Tagged bad usability, Customer focus, design, Management Articles, mistake-proofing, usability, user experience

The Mission Statement Must Guide Action In Order To Matter

Posted on September 30, 2015 by John Hunter

Does Mission Matter? [the broken link was removed] That is the question raised this month by Pat La Londe for the ASQ Influential Voices.

I have discussed a similar topic in a previous post: Vision can be a Powerful Driver but Most Often It is Just a Few Pretty Words. I believe that post captures exactly how I feel about the question “does mission matter?”

It doesn’t matter if it is just words on paper that has no impact on how business is done. And sadly that is more common than having a mission that actually matters because it actually guides how decisions are made and how the business delivers products and services.

A phrase in your mission statement that your company values employees matters only to the extent the company manifests a respect for people. A phrase about the importance of customers matters only to the extent the company delivers customer delight.

From a post I wrote on The W. Edwards Deming Institute blog, Hallmark Building Supplies: Applying Deming as a Business Strategy:

[Hallmark Building Supplies] uses the purpose statement to make decisions on a regular basis. This is one of the keys to a good purpose statement. If the purpose statement doesn’t guide what is happening it is not providing much value.

The video above gives a good illustration about how companies operate when aim/purpose/mission etc. drive business decisions. When this happens mission matters a great deal. It provides focus to everyone as they do their work and prioritize how to continually improve the organization every day. The video also provides an illustration about how leaders behave when they understand the organization as a system.

Posted in Systems thinking | Tagged aim, ASQ Influential Voices, culture | 2 Comments

All Data is Wrong, Some is Useful

Posted on September 22, 2015 by John Hunter

From my first blog post on this blog – Dangers of Forgetting the Proxy Nature of Data

we often fail to explore whether changes in the numbers (which we call results) are representative of the “true results” of the system or if the data is misleading.

Data is meant to provide us insight into a more complex reality. We need to understand the limitations when we look at “results” and understand data isn’t really the results but a representation we hope is close to reality so we can successfully use the data to make decisions.

But we need to apply thought to how we use data. Lab results are not the same are what happens in the field. It is cheaper and faster to examine results in a lab. But relying on lab results involves risk. That doesn’t mean relying on lab results is bad, we have to balance the costs and benefits of getting more accurate data.

But relying on lab results and not understanding the risk is dangerous. This is the same idea of going to the gemba to get an accurate understanding instead of relying on your ability to imagine reality based upon some data and ideas of what it is probably like.

VW Beetle (in Bangkok, Thailand) has some sort of modification along the back bumper but I don’t know what it is meant to do. Any ideas? More of my photos from Bangkok.

Volkswagen Drops 23% After Admitting Diesel Emissions Cheat

Volkswagen AG lost almost a quarter of its market value after it admitted to cheating on U.S. air pollution tests for years
…
During normal driving, the cars with the software — known as a “defeat device” — would pollute 10 times to 40 times the legal limits, the EPA estimated. The discrepancy emerged after the International Council on Clean Transportation commissioned real-world emissions tests of diesel vehicles including a Jetta and Passat, then compared them to lab results.

Obviously VW was managing-to-test-result instead of real world value. It seems they were doing so intentionally to provide misleading data. Obviously one of the risks with lab test results (medical trials etc.) is that those with an interest in showing better results could manipulate the data and lab procedures (or systems) to have the data show their product in the most favorable light.

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Posted in Data, Management | Tagged curiouscat, Data, ethics, green, leadership, Statistics | 2 Comments

What to Do To Create a Continual Improvement Culture

Posted on September 8, 2015 by John Hunter

This month the ASQ Influential Voices discussion explores what to do and avoid in order to create a performance culture? James Lawther shared his ideas on what not to do to get things started.

I have discussed steps to take in order to build a culture of continual improvement in numerous posts over the years (see related links below). What it boils down to is building a system that supports that culture. Your culture is the result not your aim.

David Heinemeier Hansson put it well recently in his essay, CEO’s are the last to know:

But the bottom line is that culture is what culture does. Culture isn’t what you intend it to be. It’s not what you hope or aspire for it to be. It’s what you do.

In order to create a culture that enhances your effort to continually improve you must crate systems that move things in that direction. Part of that system will be the continual assessment of how your organization is falling short of your desired culture. This requires honest assessment of the current state. And it requires those in leadership to design systems to get a clear picture on what is really happening in their organization.

As I said on Twitter in relation to that article leaders need to understand danger of “losing touch” and take steps to counter that risk. Often the explanation for why something happened (a process producing a failure, a leader not being aware of the real culture…) is an explanation of what the system needs to be designed to address.

wall mosaic with tree, animals and people

Mosaic on an outside wall of a temple at Wat Xieng Thong in Luang Prabang, Laos. By John Hunter.

In many organization CEOs are not aware of what is going on. This is a weakness that must be addressed systemically. Many of the better management methods proposed by W. Edwards Deming address this issue. CEOs are given a false picture when they focus on results instead of the management system. CEOs are given a false picture when they crate a climate of fear. CEOs are given a false picture in organizations focused on achieving bonuses instead of continual improvement.

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Posted in Psychology, Systems thinking | Tagged culture, management system, Popular | 5 Comments

The Road Not Taken

Posted on September 2, 2015 by John Hunter

Two roads diverged in a wood, and I–
I took the one less traveled by,
And that has made all the difference.

Wonderful advice and so poignant. But actually, if you read the whole poem, what we take from the quote isn’t what the poem was saying. Earlier in the poem it says

Though as for that the passing there
Had worn them really about the same

photo from a temple in Siem Reap, Cambodia by John Hunter

Robert Frost was poking fun at his friend who would obsess over what fork to take in the path as they walked when in reality the choice made no difference.

And “that has made all the difference” is poking fun at self justifications of our actions; congratulating ourselves for doing something not really worthy of accolades.

Still the top three lines do seem like insightful advice. Of course what is really needed is insight into when choosing the road less traveled is wise (or at least a sensible gamble) and when it is less traveled for very good reasons.

I do believe we far too easily slip into habits encouraged by the well worn path most people take. And therefore think balancing that tendency with at least considering the road less traveled more often is wise. But I actually like that when you read the full poem it really isn’t saying that.

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Posted in Creativity, Psychology | Tagged coaching, Creativity, Psychology, quote, theory of knowledge, thinking, travel | 1 Comment

Using Technology to Improve The Sharing of Knowledge

Posted on August 4, 2015 by John Hunter

This month the ASQ is asking Influential Voices to discuss methods to aid in sharing knowledge. Manu Vora kicked the discussion off with his post on The Gift of Knowledge Transfer Through Technology.

My career has been largely shaped by the pursuit of better ways to communicate. I grew up surrounded by those seeking to improve management (Bill Hunter, George Box, Brian Joiner, Peter Scholtes…). When I was in grade school that focus was largely on statistics and the value of multi-factor experiments (Dad was a statistician who wrote the “bible” on design of experiments, with George Box and Stu Hunter: Statistics for Experimenters). As I moved into high school Dad was doing much more direct management consulting (it was also a combination of statistics, engineering and management but the emphasis shifted over time) based on Deming’s ideas.

The knowledge of how to properly experiment on system with multiple important factors to experiment with (nearly all experiments) has been around for almost 100 years. Yet, even so, still many college level courses talk about the need to adjust one factor at a time (OFAT) and many businesses still experiment this way. The rate at which we incorporate new knowledge is still very poor.

Technology can help improve our adoption of better understanding. Creating a climate and expectation of continued learning is also important, but I won’t talk about that in this post.

I published and presented (I think at an ASQ conference though I can’t recall which one right now) a paper on Using Quality to Develop an Internet Resource in 1999. The purpose of that internet resource was to share knowledge about quality management and the article provides insight into both those ways of looking at what was done (using quality ideas to create a resource and using the internet to spread quality ideas).

A few years later I started this blog to help people find knowledge that would make them more likely to succeed with efforts to improve management. I believe deeply in the value of Deming’s ideas on management but see so many companies make poor attempts to improve management. There are many things needed to improve the success of organizations improvement efforts but I believe the right knowledge (the ideas talked about by Deming, Ackoff, Ohno, Scholtes, etc.) will help a great deal.

Intranets are great tools to share knowledge within your organization. They can also be powerful tools to connect people to internal resources within your organization.

Wikis are a great tool to share a knowledge base (and to maintain things like standardized work, visual job instructions etc.). Wikis are a wonderful technology because of how easy they make the management of shared knowledge. It may well be you print out various things to post and make more visible (depending on what makes sense for the work environment).

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Posted in Management | Tagged ASQ Influential Voices, Design of Experiments, internet, IT, learning, technology | 3 Comments

Look at All the Data and Be Wary of Unjustified Confidence

Posted on July 20, 2015 by John Hunter

Interesting interview with Richard Feynman about the NASA’s space shuttle Challenge disaster. He discusses very well the problem of not thinking of all of the data and how systems produce results with variation.

“Results” are not enough to judge whether the current process is wise. He describes a child running into the street without looking that is warned by his parent and counters with the evidence that nothing happened. A child repeating this several times can think they have evidence it is not unsafe but that isn’t so.

With the Challenger disaster a simple view of the data analysis problem was a failure to look at all the data – failure to look systemically. Instead they looked at just the data points where problems were seen and those problems all were not catastrophic. If, you looked at all the data, it was pretty obvious cold weather greatly increased problems and if you listened to the engineers those problems were very serious and risked catastrophic results.

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Posted in Management

Applying Improvement Concepts and Tools to Your Daily Life

Posted on July 7, 2015 by John Hunter

This month the ASQ Influential Voices is taking a bit different approach. This month we are looking at applying quality tools in our personal life based on the post from other influential voice, Sunil Kaushik: How Lean Helped Me Travel To Egypt With Just $500.

Sunil is on a nomadic trip around the world to learn and enjoy the experience while also helping others applying lean thinking.

I just returned from my own nomadic adventure.

John Hunter at Marble Mountain - Buddha statue in background

John Hunter, in a cave at Marble Mountain, Da nang, Vietnam. This is one of my last stops before returning home. See more of my travel photos

I have experience applying quality tools since I was a kid being guided by my father. Another influential voices author, that I met in Hong Kong when I presented a a Deming seminar, included a mention of that connection in his post: Quality Life and Succession.

In this blog I write about using management improvement thinking in my personal life. That extends from management concepts such as optimizing the entire system and not getting trapped by habit or convention, for example in: The Aim Should be the Best Life – Not Work v. Life Balance.

My father applied these ideas in our family life and so naturally they formed my way of thinking. At the core was a focus on experimentation and focusing on what was important. It is easy to spend a lot of time on things that really are not that important and questioning if the actions we are taking is really what we should be doing based on the most important aims was a natural part of how we thought growing up. In order to experiment effectively you need to be able to understand data and draw appropriate conclusions (post on an experience with my father as a child: Playing Dice and Children’s Numeracy).

Also we would look at what wasn’t giving the results we desired and experiment on how to improve. I include in “results” the happiness or frustration the process causes (so as a kid this was often the frustration my brother and I had in doing some task we didn’t want to do – cleaning our room, doing homework etc. and the frustration our parents felt at having to continually bring us back onto task). Much of this effort amount to setting the understanding and incentives and process to get better results (both the end results and increasing happiness and reducing frustration of all of us in the family).

A concept I use a good deal in my personal thinking on a more concrete level is mistake proofing (or at least mistake making less easy). Many people do this, without really thinking that is what they are doing. But by thinking of it consciously I find it helps you design processes to be most effective.

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Posted in Quality tools, Travel photos | Tagged ASQ Influential Voices, Bill Hunter, Quality tools, Travel photos | 2 Comments

Interview of John Hunter by Jimena Calfa On Quality

Posted on June 16, 2015 by John Hunter

Jimena Calfa interviewed me for her blog OnQuality as part of her Quality Interview Chain.

John Hunter with river and cloudy hills in the background

John Hunter, Yangshuo, China. See photos from my trip to China

What are you doing to ensure you continue to grow and improve as a professional and/or as a person?

John: I don’t do anything consciously to achieve that. I think if we retain a thirst for knowledge and curiosity and have a desire to do a good job we will do what is necessary. I follow my passion to learn largely through the internet (blogs, webcasts, articles and podcasts). And I constantly question and experiment and adapt based on what I learn.
…
Which is your favorite quality quote?

John: There are so many – I don’t have a favorite, more like 50 favorites. But here are four:

“The old-fashioned idea of a good manager is one who is supposed to know all the answers, can solve every problem himself, and can give appropriate orders to his subordinates to carry out his plans… A good modern manager is like a good coach who leads and encourages his team in never-ending quality improvement” by George Box – When Murphy Speaks, Listen
…

Read the whole interview on OnQuality.

Posted in Career, Management | Tagged Career, interview, John Hunter, quote

Publish Articles Promoting Better Management Using Open Journals

Posted on June 9, 2015 by John Hunter

William Woodall shared this wonderful article he wrote with George E. P. Box with me, Innovation, Quality Engineering, and Statistics. My thoughts on being able to read it online:

Thanks Bill, it is a great article. And thanks for having it openly available. I really wish professors would stop allowing their work to be published by those seeking to close access to the ideas we are trying to promote. I realize there are pressures to publish in historically prestigious journals.

For professors that have “made it” you will do a great service to others (and help promote the ideas in your field that you have devoted your life to) by refusing to submit to closed science journals (or closed professional society journals etc.). For those trying to secure full professorships I wish they would too, but I realize the hard choices they face.

The maximum closed-ness we should tolerate, in my opinion, is closed access for 1 year after which it becomes open. Require this in writing in the agreement, don’t just accept that the current practice is to promote the sharing of ideas; if it isn’t in writing some person may have the publisher adopt closed science later and block access to the content you wanted to share.

It is especially distressing, to me, when government dollars fund the time the professor spends and then the end result is closed to the public. Thankfully some universities and some government agencies paying for the writing of these articles are demanding that the articles be published in an open access fashion.

On the other hand if you want to publish on rate and rank, the value of annual performance appraisals, bonuses for hitting targets etc. feel free to use closed science publishers.

Posted in Systems thinking | Tagged culture, marketing, open access, Systems thinking

Human Proof Design

The Mission Statement Must Guide Action In Order To Matter

All Data is Wrong, Some is Useful

What to Do To Create a Continual Improvement Culture

The Road Not Taken

Using Technology to Improve The Sharing of Knowledge

Look at All the Data and Be Wary of Unjustified Confidence

Applying Improvement Concepts and Tools to Your Daily Life

Interview of John Hunter by Jimena Calfa On Quality

Publish Articles Promoting Better Management Using Open Journals

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