Tag Archives: Popular

Most Popular Posts on the Curious Cat Management Improvement Blog in 2020

Posted on January 5, 2021 by John Hunter

These posts were the most popular posts on the Curious Cat Management Improvement Blog in 2020 (as measured by page views recorded by my analytics application). I wrote very few posts for this blog last year. The historical Curious Cat management RSS feed provides a feed of all the past posts about management (I also provide other Curious Cat RSS feeds). This year 15 posts are repeats from the 2019 top 20 list. Of the new top 20 posts 3 … Continue reading →

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20 Most Popular Posts on the Curious Cat Management Blog in 2017

Posted on January 9, 2018 by John Hunter

These posts were the most popular posts on the Curious Cat Management Improvement Blog in 2017 (as measured by page views, as recorded by my analytics application). Keys to the Effective Use of the PDSA Improvement Cycle (2012) The Toyota Way – Two Pillars (2010) Continual Improvement (2008) * How to Manage What You Can’t Measure (2010) The Purpose of an Organization (2005) 94% Belongs to the System (2013) One factor at a time (OFAT) Versus Factorial Designs (2011) Stated … Continue reading →

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20 Most Popular Posts on the Curious Cat Management Blog in 2016

Posted on January 3, 2017 by John Hunter

These posts were the most popular posts on the Curious Cat Management Improvement Blog in 2016 (as measured by page views, as recorded by my analytics application). Toyota Post Record Profit: Splits $15 million in Pay and Bonus for top 21 Executives (2014) Stated Versus Revealed Preference (2013) The Toyota Way – Two Pillars (2010) The Purpose of an Organization (2005) One factor at a time (OFAT) Versus Factorial Designs (2011) How to Manage What You Can’t Measure (2010)* Keys … Continue reading →

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20 Most Popular Posts on the Curious Cat Management Blog in 2015

Posted on January 5, 2016 by John Hunter

This is a list of the 20 most popular posts on the Curious Cat Management Improvement Blog last year (as measured by page views, as recorded by my analytics application). The Toyota Way – Two Pillars (2010) Stated Versus Revealed Preference (2013) The Purpose of an Organization (2005) 94% Belongs to the System (2013) How to Get a New Management Strategy, Tool or Concept Adopted (2010) One factor at a time (OFAT) Versus Factorial Designs (2011) The Aim Should be … Continue reading →

Posted in curiouscat.com, Management, Popular | Tagged , , | 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. … Continue reading →

Posted in Psychology, Systems thinking | Tagged , , | 5 Comments

The Aim Should be the Best Life – Not Work v. Life Balance

Posted on May 13, 2015 by John Hunter

My father had the most job satisfaction of anyone I have known. He had no separation between work and life. We toured factories on vacation. I visited Davidson College in North Carolina because he was consulting with a client in Charlotte before we went up to Duke and North Carolina for visits and asked the CEO what school I should visit. His grad students would call the house frequently. Many of his best friends were colleagues. That is how I … Continue reading →

Posted in Health care, Psychology, Respect, Systems thinking | Tagged , , , , , , , , , , , | 11 Comments

Toyota Posts Record Profit: Splits $15 million in Pay and Bonus for top 21 Executives

Posted on June 2, 2014 by John Hunter

After posting record profits of $17.9 billion Toyota proposes to increase the pay and bonus for the top 21 executives to $14.9 million. That is not as you might expect just the increase in the bonus to the CEO. That is the entire pay and bonus for the top 21 executives. That places all 21 together below the top 50 CEO paydays in the USA. Toyota’s net income for the year surged 89.5%. While the profits are partially due to … Continue reading →

Posted in Competition, Deming, Investing, Management, Popular, Respect, Toyota Production System (TPS) | Tagged , , , , , , , | 3 Comments

Building a Great Software Development Team

Posted on May 29, 2014 by John Hunter

Elliot: I worked with some of the best programmers I’ve ever known at the tiny, obscure ASEE Adam Solove: Why do you think that happened? They hired for passion, rather than experience? If I had to pick one thing, passion would likely be it but really it is a complex assortment of things. Passion for the right things, based on what we aimed to be, mattered a great deal. That took the form of being passionate about the user experience, … Continue reading →

Posted in IT, Management, Popular, Software Development, Systems thinking | Tagged , , , , , , , , | 4 Comments

Deming and Software Development

Posted on March 17, 2014 by John Hunter

I am sometimes asked about how use Deming’s ideas on management in a software development context. My belief is Deming’s ideas work extremely well in a software development context. The main issue is often unlearning some assumptions that people might have about what the Deming management system is. It really is surprising to me how many “knowledge workers” respect Deming’s ideas but then say his attempts to treat factory workers as thoughtful people who should be respected and involved in … Continue reading →

Posted in Deming, IT, Management, Popular, Process improvement, Respect, Software Development | Tagged , , , , , , , , , , | 7 Comments

Managers Are Not Non-Leaders: Managers Need to Practice Things We Classify as Leadership Traits

Posted on October 14, 2013 by John Hunter

Saying “Managers care about efficiency and leaders care about effectiveness” is like saying “Doctors care about theory and nurses care about patients.” Managers that don’t care about effectiveness are lousy managers. Leaders that don’t care about the gemba are lousy leaders. Doctors that don’t care about patients are lousy doctors. Nurses that don’t care about theory are lousy nurses. Your role in the organization (and for the particular situation in question) and training and the situation will impact how you … Continue reading →

Posted in Lean thinking, Management, Popular, quote | Tagged , , , , , , | 5 Comments

Stated Versus Revealed Preference

Posted on July 9, 2013 by John Hunter

My father provided me a good example of the flawed thinking of relying on stated preference when I was growing up. Stated preference is, as you might deduce, the preferences voiced by customers when you ask. This is certainly useful but people’s stated preference often do not match there actions. And for a business, actions that lead to customers are more important than claims potential customers make about what will make them customers. His example was that if you ask … Continue reading →

Posted in Customer focus, Popular, Psychology | Tagged , , , , , , , | 8 Comments

94% Belongs to the System

Posted on April 24, 2013 by John Hunter

I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system (responsibility of management), 6% special. Page 315 of Out of the Crisis by Dr. W. Edwards Deming. the system that people work in and the interaction with people may account for 90 or 95 percent of performance. Dr. Deming’s quote from the introduction to the Team Handbook I think, in looking at the … Continue reading →

Posted in Deming, Management, Popular, Psychology | Tagged , , , , , , , , , | 15 Comments

Richard Feynman Explains the PDSA Cycle

Posted on May 17, 2012 by John Hunter

Ok, really Richard Feynman Explains the scientific method. But his thoughts make the similarity between the PDSA cycle and the scientific method obvious. 1) Plan, hypothesis. You make a guess about a theory (in using the PDSA cycle this step is often missed, while in the scientific method this is of the highest priority). You make a prediction based on that theory. 2) Do the experiment 3) Study the results If the results disprove the theory you were wrong. If … Continue reading →

Posted in Process improvement, Quality tools, Science | Tagged , , , , , , | 3 Comments

Keys to the Effective Use of the PDSA Improvement Cycle

Posted on March 6, 2012 by John Hunter

The PDSA improvement cycle was created by Walter Shewhart where Dr. Deming learned about it. An improvement process is now part of many management improvement methods (A3 for lean manufacturing, DMAIC for six sigma and many other modifications). They are fairly similar in many ways. The PDSA cycle (Plan, Do, Study, Act) has a few key pieces that are either absent in most others processes of greatly de-emphasized which is why I prefer it (A3 is my second favorite). The … Continue reading →

Posted in Data, Deming, Management, Popular, Process improvement, Quality tools, quote, Systems thinking | Tagged , , , , , , , , , , | 15 Comments

One factor at a time (OFAT) Versus Factorial Designs

Posted on May 25, 2011 by John Hunter

Guest post by Bradley Jones Almost a hundred years ago R. A. Fisher‘s boss published an article espousing OFAT (one factor at a time). Fisher responded with an article of his own laying out his justification for factorial design. I admire the courage it took to contradict his boss in print! Fisher’s argument was mainly about efficiency – that you could learn as much about many factors as you learned about one in the same number of trials. Saving money … Continue reading →

Posted in Data, Design of Experiments, Popular, Quality tools, Science, Six sigma, Statistics | Tagged , , , , , , | 6 Comments

Respect for People Doesn’t Mean Avoiding Any Hint of Criticism

Posted on January 14, 2011 by John Hunter

As I said in a post a few years ago on respect for people and Taiichi Ohno‘s sometimes very aggressive style: The difference between respect and disrespect is not avoiding avoiding criticism. In fact often if you respect someone you can be much more direct and critical than you can with someone you treat as though they don’t have the ability to listen to hard truths and improve. I think we often have so little respect for people we just … Continue reading →

Posted in Deming, Lean thinking, Management, Popular, Psychology, quote, Respect, Toyota Production System (TPS) | Tagged , , , , , , , , , , | 4 Comments