Posts selected fromManagement Blog - Engineering Blog - Investing Blog and other blogs - Lean Beyond the Factory Floor
Experts (in TQM, Deming’s idea’s, Six Sigma, BPR, Lean…) always stress the importance of involving not just others (when talking to management) but their (managers) work too. But fairly consistently management adopts improvement ideas mostly for others, not for their own work. As organizations apply management improvement ideas on some portion of the work the talk of going beyond “factory floor” improvements becomes more common as improvements are seen where it is applied.
Fast Cycle Change in Knowledge-Based Organizations by Ian Hau and Ford Calhoun, Jun 1997 is a good example of lean thinking, eliminating waste… outside the factory floor. continue reading: Lean Beyond the Factory Floor - Kleptocrat CEOs and Their Apologists
CEOs, and their cronies, were well paid decades ago. As their greed about their pay got to be unethical Peter Drucker started to speak out against their ethical failures. As those abuses became more extreme he increased his objections.
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I want a CEO that is paid well and seeks their reward not by taking from the corporate treasury but by providing great jobs, customer happiness and an improved society. continue reading: Kleptocrat CEOs and Their Apologists - If Tech Companies Made Sudoku
We often seem to add unnecessary complexity to software; creating fragile code that is frustrating to use.
Unnecessary complexity in internet development has increased greatly since I wrote this in 2006. I can't believe how often simple actions like clicking a link on web sites with huge budgets fail because instead of just being a link it is some complex code that is fragile and fails. The huge downloads needed for many websites today should shame them but the explosion of waste continues unabatted. At some point it will stop, but I am amazed how long the extermely poor management practices have continued.
Related: The Edge-case Excuse
continue reading: If Tech Companies Made Sudoku - Management Advice Failures
I share this frustration with declaring old ideas new: Management Improvement, Better and Different, Quality, SPC and Your Career, Deming and Six Sigma, Management Lessons from Terry Ryan, Everybody Wants It, Toyota’s Got It, Fashion-Incubator on Deming’s Ideas and on and on.
Why does this matter? Two reasons, most importantly to me is that when we fail to value the best ideas, instead valuing the new ideas, we are not as effective as we could be. We often accept pale copies of good old ideas instead of going to the good old ideas – which will often lead to a much richer source of knowledge. When I compare copyrighted versions of management thinking to ideas from people like Ackoff, Deming, Ohno, Scholtes, McGreggor the depth and richness of those I admire is much greater than the packaged solutions as I see it (and they are often more concerned with furthering the practice of management than further their brand). Second, it is often dishonest, or at least sloppy thinkers, that don’t acknowledge the history of management ideas. continue reading: Management Advice Failures - Companies in Need of Customer Focus
My brother has suggested several times I should arrange for companies to pay me to point out their weaknesses (and suggest improvements). I wish I could get them to do so.
Often 1 interaction with their customer service is enough to provide examples of several systemic weaknesses in how customers are treated. continue reading: Companies in Need of Customer Focus - Six Sigma and Process Drift
- Edward Tufte’s new book: Beautiful Evidence (2006)
 Beautiful Evidence by Edward Tufte is now available. Beautiful is the right word. Tufte’s books are an example of what can be created when someone truly loves what they do and takes pride in every detail of their work. His books are excellent.
In Beautiful Evidence, Tufte explores how to best display evidence looking at: mapped pictures; sparklines; links and causal arrows; words, numbers and pictures together; the fundamental principles of analytical design; corruption of evidence; and more. continue reading: Edward Tufte’s new book: Beautiful Evidence (2006) - More on Obscene CEO Pay
 Unfortunately this reverse robin hood (steal from the workers, stock holder, customers…) and give to the CEO tale continues. Hopefully someday soon we can at least turn the momentum in the right direction (stopping these incredibly excessive “pay” packages). Even then it will take quite a deal of reducing these ridiculous “pay” packages to reach some sense of decency. continue reading: More on Obscene CEO Pay - Arbitrary Rules Don't Work
 You can’t just expect people to act in a way that seems arbitrary.
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It is not ok to expect people to think the way you want them to. You have to understand how people will react and create solutions based on that. continue reading: Arbitrary Rules Don't Work - Understanding Psychology: Slogans – Risky Tools
 Slogans mainly are bad. But like most things they can be used in ways that help or hurt. The main problem is when they substitute for a method to achieve the aim (most of the time). If the slogan serves like a mission statement to focus people on something useful to focus on and it is one minor part of a system to achieve a result it can be fine and even useful. continue reading: Understanding Psychology: Slogans – Risky Tools - George Box Webcast on Statistical Design in Quality Improvement
 There is great value in creating iterative processes with fast feedback to those attempting to design and improve. Box and Deming (with rapid turns of the PDSA cycle) and others promoted this 20, 30 and 40 years ago and now we get the same ideas tweaked for startups. The lean startup stuff is as closely related to Box’s ideas of experimentation as an iterative process as it is to anything else. continue reading: George Box Webcast on Statistical Design in Quality Improvement - Toyota IT for Kaizen
IT often does the opposite of lean management and makes things more complex, more prone to error, less effective, etc.. Often all in search of only one thing – cutting costs. For that people should not be faulted for being skeptical of IT solutions. However, that does not mean that IT cannot play a part in improvements. It can, just be careful.
I find it a good sign when the CIO office is helping people find solutions at the request of the users rather than dictating solutions from on high. Some of the dictating might be necessary to optimize the system of IT (some local sub optimization may be required for the overall good) but in my opinion this is used as an excuse far too often.
Related: The Edge-case Excuse (a post I wrote more recently on the topic of error prone IT solutions) continue reading: Toyota IT for Kaizen - Employee Ownership
I have always liked the idea of employee ownership. To me this can be a great help in creating a system where employees, owners, customers, suppliers work together. Alone an Employee Stock Ownership Plan (ESOP) does little. But as part of a system of management it is something I think can be beneficial. continue reading: Employee Ownership - Innovation Example: Farecast (2006)
 Farecast provides data and analysis to those looking to purchase airplane tickets. The graph above shows ticket prices for tickets between Boston and Washington DC over the last 60 days. I have thought for quite some time I need better data to make the best purchase decisions. Farecast seems like a great fit.
The airlines attempt to maximize their profit by changing ticket prices. This pricing model is different than most pricing options I face, normally the price is pretty much set: with the possibility of sale prices. continue reading: Innovation Example: Farecast (2006) - Our Policy is to Stick Our Heads in the Sand
The failure to adapt to a changing world (the internet is here to stay folks) is amazing. Most companies would benefit from just adapting to the changing world without elaborate innovation plans. Innovation is great, but challenging. Don’t ignore the possible improvements short of innovation. continue reading: Our Policy is to Stick Our Heads in the Sand
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