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Post highlightsby tag:process improvementDemingmanagementlean managementlean manufacturingquality toolscontinual improvementrespect for peoplemore tags
- It Just Works
The Kano model of customer satisfaction is an excellent way to view customer expectations.
The Kano model states that you have expected quality – it just does what it needs to (what is expected). Then more is better type – give me more at the same price and I am happier. But where you really want to get as a company is products and services that delight customers.
When you are delighted you are not easy prey to other companies. When you are satisfied you are ready for offers that say we will give it to you a bit cheaper or give you a bit more. But if you are delighted you don’t want to leave and instead are telling everyone you know how great this product or service is.
- Profound Podcast with John Hunter, Part Two
In this podcast I discussed my thoughts on management improvement, Deming, respect for people, systems thinking and more.
- Communicating Change
I believe the best way to communicate such changes is to explain how they tie into the long term vision of the organization. This requires that such a vision actually exists (which is often not the case). Then all strategies are communicated based on how they support and integrate with that vision. In addition that communication strategy incorporates an understanding about what weaknesses with past practices are addressed by this new strategy...
- Alzheimer’s and the Complex Scientific Inquiry Process
Medical research is complex. Once we figure out what is most critical and discover effective treatments often the explanations can then make it seem fairly simple. But that process is often decades of efforts that include years of frustration and confusion.
For long term medical impacts we often need to guess at important biomarker indications that may be closely related to health outcomes. But that process often isn’t as easy as it sounds. - Profound Podcast with John Hunter – Curious Cat
In this podcast I discussed a bit of my history with management improvement. My father introduced me to the ideas as I was growing up. And that became formal during high school, when I attended a class for City of Madison employees (during the summer) on management improvement (Deming included a couple pages on those efforts in Out of Crisis). I also discussed: Design of Experiments, Peter Scholtes, W. Edwards Deming, PDSA cycle and six sigma. This podcast is part one of the interview.
- Bigger Impact: 15 to 18 mpg or 50 to 100 mpg?
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It also illustrates that the way the data is presented makes a difference. You can also view 100 mpg as 1/100 gallon per mile, 2/100 gallons per mile, 5.6/100 gpm and 6.7 gpm. That way most everyone sees that the 6.7 to 5.6 gpm saves more fuel than 2 to 1 gpm does. Mathematics and scientific thinking are great – if you are willing to think you can learn to better understand the world we live in every day.
- Capital Crescent Trail Photos (Washington DC)
The Capital Crescent Trail goes along the Potomac River in Washington DC (on the C&O towpath). I hiked first along the Arlington, Virginia side of the Potomac (starting at the north end of the Teddy Roosevelt Island Parking lot) then crossing over at Chain Bridge and heading back down the Capital Crescent trail and over the Key Bridge to and making a loop hike out of it.
- Confusing Improving A Proxy Measure with Actually Improving the System
The more experience you gain trying to improve, the better you become at improving. That journey is not easy, but it is very rewarding. I find keeping your sight on the long term is a great help. If you focus too much on the short term (which is very easy to do), it is easy to become so invested in achieving a short-term success that you seek to find numbers that let you claim victory. That is the death of efforts to improve.
It is just so easy to find some numbers that can be used to declare victory no matter how badly things are really going. Instead, accept that there will be many short-term failures and short-term successes, but each of those are fairly minor data points on the long term journey to create an organization that continually improves day after day, week after week, month after month, and year after year.
- Interview of Bill Hunter, Brian Joiner and Peter Scholtes on Better Management Practices
That kind of experience could not have happened if management wasn’t willing to listen to the workers and wasn’t willing to say to the workers “you have brains and you have ideas and why don’t you go out and see if you can solve it and I will back you up. And that is what they did
Bill on creating jobs people want to do:
If they are going to work with the attitude that part of my job is to figure out how we can make things work better around here it adds another challenge to the job which makes the work more fun and more enjoyable. It all points in the same direction it seems to me. These methods do feed into making jobs more interesting and morale going up and the job being better.
- Photo from the top of Borobudur
I have been adding some photos to Curious Cat Photos including this one from Borobudur in Indonesia.
Also see photos of Mount Rainier National Park in Washington state and others from the USA.
- Toyota Mirai – Hydrogen Fuel Cell Electric Car
I am curious, even skeptical, about the potential for hydrogen fuel cell versus battery passenger cars. I do respect Toyota and so am wondering if they do indeed see something that most others are missing.
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I do think hydrogen fuel cells may provide a better option for larger vehicles (maybe even shipping), but I have done next to no research on this so I may be wrong.
It seem unlikely to me that hydrogen fuel cell passenger cars are going to make it but I would be happy to be wrong. Perhaps the advantages will overcome what seem to me to be challenges that are going to prevent them from being successful. I am confused about how committed to this strategy Toyota is (which makes me question my belief that hydrogen fuel cell passenger cars are not going to be successful).
- The Early History Of Quality Management Online
I started looking at quality management resources online in 1995 (maybe 1994). At the time I was on the board of the Public Sector Network – what would become the American Society of Quality (ASQ) government division. When we started working with ASQ it took something like 2 months from the time I wrote an article until people received it. Now in 1995, the internet (outside of universities) was in its infancy. I was writing a column on the resources online for quality management – these consisted of bulletin boards (that you used your modem to call directly) and “gopher” and “ftp” sites and email lists a very few web sites... Well things changed frequently back then and by the time my article would be published phone numbers wouldn’t work, addresses would be out of date, etc..
So I figured I should post my article online so people could just go there and see the updated phone numbers, addresses, etc.. That wasn’t so easy to do back then. But several of us at a W. Edwards Deming Institute conference decided to create a Deming Electronic Network (DEN)...
- Psychology Often Drives Decisions Rather Than Rational Thought
I think that the primary thing to remember is that often people's actions and decisions are guided by psychology rather than thoughtful deliberation and choosing the most sensible option (given that person's desires). What this means is you can't expect rational decision making to guide others decisions and actions. You are often better understanding common psychology and how that impacts decision making.
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There are 2 reasons this is important: first you are likely making decisions this way and can improve your decision making by understanding how you are making decisions. And second if you are trying to influence others understanding how they make decisions is important.
- Science Explained: Wind Powered Vehicle Traveling Faster Than the Wind
This is an interesting explanation of a the physics involved with vehicle propulsion. And it is a great video showing the scientific method at work.
They only touch on it a little bit but the need for creating 4 versions of the small treadmill device to illustrate the principles in action is a great example of how science inquiry and engineering work. There are often many failed attempts before an engineering solution to the issue involved can be properly created...
- How to Lead From Any Level In the Organization
Similar to helping other people grow their careers is the idea of helping other people to solve their problems. Again, this starts with a clear understanding of your sphere of influence. It determines what strategies you can pursue, and building your sphere of influence should be part of your decision making process.
What it comes down to is proving yourself in this way—and doing so consistently. “It isn’t some secret sauce. Prove yourself to be valuable and you will gain influence. Help people solve their problems. They will be inclined to listen to your ideas. And helping people to solve their problems doesn't mean you are giving them the answer. It may mean you asking empowering questions.
