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• Manufacturing Jobs Data: USA and China

  10-20% of manufacturing jobs disappeared worldwide from 1995 to 2002. China lost between 17% and 34% of theirmanufacturing jobs and the USA lost 11.4% of theirs.

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• Lean Manufacturing Success

  Not only is this a nice story but it is one small example of the good people working at GM and Ford. The problem is not the individual workers it is management. It is too bad that those companies, that did take great strides in the 1980 and early 1990s to improve (starting with Deming’s Management ideas) let those efforts fade away.

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• Problems with Bonuses

  Commission pay and bonus often set up a conflict between what is in the interest of the company and the employee. They lead to bunching of orders around quarterly quotas, deadlines and competitions. They lead salespeople to think their job is to sell whatever pays them the most not to assist the customer.

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• A Company’s Purpose is to be Useful to Society

  (Toyota President, Katsuaki Watanabe) eschews the normal management mantra of shareholder value above all. A company’s purpose, Watanabe insists, is to be useful to society.

  Which, of course, echoes W. Edwards Deming's words on the purpose of a business.

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• People: Team Members or Costs

  Both Toyota and GM seek to use technology to improve but Toyota sees the technology as useful to help people to be more efficient, eliminate menial repetitive tasks, eliminate tasks that cause injury… and it seems to me GM saw technology as a way to eliminate people. The action showed a company that viewed people as a cost to be eliminated. GM did not act as though people were their “most important assets” as we so often hear, but see so little evidence of in the action of companies.

  
  Toyota does try to reduce overall costs (including labor costs) by continually improving and making cars more and more efficiently (so they can produce cars using fewer hours of labor in the future than they need today). Trying to become more efficient by engaging everyone in the effort is a part of the system of management at Toyota. The current Toyota employees are an important part of the system and are not viewed as a cost to eliminate. 

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• Good Customer Service Example

  I received my camera and I could not open the battery compartment: which was quite frustrating. I tried following the instructions but I couldn’t get it to open. So I tried calling Canon and I got a person on the phone within 30 seconds

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• Shenandoah National Park Photos

  Shenandoah National Park, Virginia, lies in the Blue Ridge Mountains, a few hours from Washington DC. Skyline Drive runs the length of the park as does the Appalachian Trail. I hiked several trails and took these photos...

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• Shenandoah National Park Photos

  Shenandoah National Park, Virginia, lies in the Blue Ridge Mountains, a few hours from Washington DC. Skyline Drive runs the length of the park as does the Appalachian Trail. I hiked several trails in October, 2004 and took these pictures.

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• Good Customer Service Example

  Recently I bought a new digital camera, Canon A700. Part of the reason I bought it was I had heard they actually provided customer service – you could call them and they answered and helped (plus they have long practiced good management improvement concepts, in general).

  Well I received my camera and I could not open the battery compartment: which was quite frustrating. I tried following the instructions but I couldn’t get it to open. So I tried calling Canon and I got a person on the phone within 30 seconds (there was system to direct me to the right person but it was as speaking the answer to a couple questions).

  Within a couple minutes the service person (based in Virginia and a Canon employee, as I understand it) had picked up a Canon A700 and explained how to open the door.

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• Secrets of the World’s Best Companies

  As Dr. W. Edwards Deming said there is no instant pudding for management (no quick fix). And management requires customization to the organization. You cannot just copy management practices from one place, where they are successful, to another. You can learn from what has been successful and adopt it to your organization if you have knowledge and theory and know how to test (pdsa) the effectiveness of new ideas in your organization.

  
  I don’t find many of the “secrets” mentioned in the article to be the greatest ideas for management (the best ideas I find among the thoughts of Deming, Ackoff, Ohno, Provost, Csikszentmihalyi, Hoerl, etc..

  Still, I believe it is good to learn about what others are doing. 

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• Fear Remains a Toyota Motivator

  First, don’t let the title fool you, this is not an indication Toyota is going against Deming’s obligation of management to “Drive out fear and build trust so that everyone can work effectively”.

  ...

  Rather than being drawn to improve it is most often stated as being scared that if we don’t we will have to pay for failing to improve. Thus the reference to fear.

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• Secrets of the World’s Best Companies

  ... great management ideas are found in the thoughts of leading management thinkers (now it is true most I think most “writings or speeches of gurus and consultants” don’t provide much use but the right thinkers do offer great value).

  As Dr. W. Edwards Deming said there is no instant pudding for management (no quick fix). And management requires customization to the organization. You cannot just copy management practices from one place, where they are successful, to another. You can learn from what has been successful and adopt it to your organization if you have knowledge and theory and know how to test (PDSA) the effectiveness of new ideas in your organization...

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• Lean and Theory of Constraints

  I tend to believe the theory of constraints view is helpful but can be misleading since often the interdependencies within the system mean that it is not true that “optimizing non-bottlenecks will introduce waste” (that may be true but is not necessarily true – that is how I see it anyway)...

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• Lean Thinking and Management

  I agree that we should acknowledge the paucity of success stories for improving the practice of management. The failures of management are not minor. The problems are large and the successes seem limited. The biggest thing I think we need to learn from this is that improving management is not easy. The concepts may seem simple but most of us can look around and see much more Dilbert Boss behavior than lean thinking behavior. And the gap between those two types of behavior seems to rise as you go “up” the organization chart.

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• Deming and Toyota

  I believe Toyota applied Deming’s ideas to create a management system and continued to develop that system to create the Toyota Production System (also known as lean manufacturing).

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