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Tag Archives: Systems thinking
Dr. Deming in 1980 on Product Quality in Japan and the USA
I posted an interesting document to the Curious Cat Management Library: it includes Dr. Deming’s comments as part of a discussion organized by the Government Accounting Office in 1980 on Quality in Japan and the United States. The document provides … Continue reading
Posted in Deming, Management, Psychology, Public Sector, Quality tools, quote, Respect, Statistics, Systems thinking
Tagged continual improvement, curiouscat, Deming, government, Japan, Lean thinking, management, management history, managing people, Process improvement, Psychology, Public Sector, quality, Quality tools, quote, respect for people, SPC, Statistics, Systems thinking, variation
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Psychology of Improvement
Even if ideas are good and have significant importance (high value to customers, reduce waste dramatically, improve safety…) implementing the ideas can be difficult. Getting people to make an effort to improve a situation by simply laying out the dry … Continue reading
Manufacturing Skills Gap or Management Skills Gap?
I stumble across articles discussing the problem of manufacturers having difficulty finding workers with the skills they need (in the USA largely, but elsewhere too) somewhat regularly. While it is true that companies have this problem, I think looking at … Continue reading
Posted in Lean thinking, Management, Manufacturing, quote, Respect, Systems thinking
Tagged Career, Deming, hiring, jobs, lean manufacturing, long term thinking, management, managing people, Manufacturing, problem solving, quote, respect for people, Systems thinking, workplace improvement
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Interviewing: I and We
In response to: say “I” — not “we” — in your interviews If you are a manager you need to lead teams, lead projects and improve work systems. In an interview I believe you need to say specifically what you … Continue reading
Posted in Career, Management, Process improvement, Psychology, Systems thinking
Tagged build capacity, Career, jobs, managing people, Process improvement, Psychology, Systems thinking
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The Theory of Knowledge in Deming’s Management System: How Do We Know What We Know?
I contributed an article to the Process Excellence Network’s Deming Files that was published yesterday: How Do We Know What We Know?. I took on the task of explaining the theory of knowledge, as one article in a four part … Continue reading
When Companies Can Treat You Like an ATM, Many Will Do So
The End of Refrigeration One small custom chip, some relays, a transformer, a couple of heat sinks, and a bunch of passive parts. Maybe a build cost of $20-30 or so? But GE’s price to me was $250, plus $150 … Continue reading
Avoiding Tragedy of the Commons for Software Development
Kanban and Tragedy of the Commons The “Tragedy of the Commons” archetype often manifests itself through “Shared Services”, when a small number of people with specific skills, work across different teams. Each team in isolation gets benefit from the Shared … Continue reading
Innovation in Thinking and the Web
Investing time and effort to attract “the right kind” of contributors to a news site He thought we needed to make the same shift with our users – instead of seeing having to engage with them digitally as a time-consuming … Continue reading
Posted in Customer focus, Deming, IT, Management, Process improvement
Tagged Creativity, Customer focus, Innovation, internet, Systems thinking
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Productivity Improvement for Entrepreneurs (and Everybody Else Really)
The 3 Factors That are Limiting Your Productivity [the broken link has been removed] by Evan Carmichael Elimination is at the core of every successful business. You have to focus on what you’re really good [at], what drives your business … Continue reading
Posted in Career, Management, Process improvement, Systems thinking
Tagged Career, coaching, entrepreneur, leadership, management, Process improvement, productivity, Systems thinking, waste
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Engage in Improving the Management System
To actually improve management you need to engage in continual improvement of your management systems. This requires doing the hard work of challenging complacency. The job of those improving the practice of management is not to make everyone happy and … Continue reading →