Blog posts on management system

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• Create a Continually Improving Management System - not the Perfect Management Solution

  In most instances I think a PDSA approach to the approach to use it best. Test out various options in parts of the company. See what works. Build and improve the process and spread it more widely.

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• Sustaining Management Improvement Through Personnel Changes

  Executives can't just have whims (usually driven by a desire to "make their mark") that throw out the principles used to manage the company if there is actually a strong management system.
  
  Most organizations just float with whatever fads are going on, so in most they can flip flop as new executives come into place.

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• 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.

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• A Vision can be a Powerful Driver but Most Often It is Just a Few Pretty Words

  When the vision is merely a pretty collection of words that doesn’t drive decisions and behavior it is pointless. When it does drive behavior it is powerful. Sadly that is rarely the case.      

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• Revolutionary Management Improvement May Be Needed But Most Management Change is Evolutionary

  Revolutionary change is powerful but very difficult for entrenched people and organizations to actually pull off. It is much easy to dream about doing so.

  Often even revolutionary ideas are adopted in a more evolutionary way: partial adoption of some practices based on the insight provided by the revolutionary idea.

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• Take Advantage of the Strengths Each Person Brings to Work

  Managers should be setting up the organization to take maximum advantage of the strengths of the people in the organization while minimizing the impact of weaknesses.

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• Strategy Based on Capability and Integrated with Execution

  “Strategy” without a thorough understanding of the organization as a system or an understanding of the capabilities of the organization is little more than dreams. Planning and strategy without the capability in the organization or a process to turn strategy into action are not much use.

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• Leadership While Viewing the Organization as a System

  Over time, I have become more and more focused on the overall system and figuring out how to look at whatever problem we're having within a larger context. And I find that usually leads me to a better solution. There are a couple of ways to see this in respect to leadership.

  The first one is when you have one of Deming's deadly diseases (or his 14 points), like the mobility of top management...

   

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• Change and the Management System

  The most important thing though is the entire management culture. Tactics can help change efforts be more successful. But if the culture is hostile to continual improvement (fear based, performance appraisal based, target based, blame based, imposing from on high...) the tactics are working in a difficult situation. Still a good idea, but no matter what tactics are used it will be a challenge.

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• What is a Lean Program, Deming Program?

  Lean has evolved away, IMO, from just being able to say anything Toyota does is by definition lean. Lean and Deming are more about a philosophy of managing - continual improvement, respect for people, etc. than prescriptions. So you can't really have a checklist and say that if your org can check off all these things they are lean or Deming.
  
  The fact that the management systems can't be reduced to a checklist is a necessary given the long lasting power they offer.

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• How to Start Applying Deming’s Ideas on Management

  There are many different ways to start applying W. Edwards Deming’s ideas on management. There isn’t a cookbook on what should be done first. This is helpful in that you can avoid trying things that would be very difficult given the current state of your management system. However, it is also very challenging in that you have to decide what to do yourself instead of just following a recipe.

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• Building a System to Reduce Interruptions for Software Developers

  I feel strongly about the damage done by interruption to maker's focus. My appreciation for this damage to system performance was greatly enhanced as I became a software developer.
  
  In my work prior to software development I could see that interruptions were not ideal but they were not so damaging to my work and they do also have value. But work that requires extra focus, and software development sure did for me, the damage increasing greatly.

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• Knowledge, Personality, and Persuasive Power

  These traits, while providing a guide to understand your means to influence the organization also provide a guide for potential weaknesses in your management system. There is really no advantage to having decisions unduly influenced by those with persuasive power while ignoring ideas from those without much ability to persuade people. What you really want it to follow the best course of action, not the course championed by the most persuasive person.

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• Quality Beginnings: Deming and Madison, Wisconsin

  David Couper: "Deming’s teachings had a strong influence in Madison. Under Mayor Joseph Sensenbrenner (1983-1989), there was a near-total involvement by city employees in applying Deming’s work to city government. These were Madison’s golden years as government, business, and educational institutions worked together to make quality an organizational lifestyle in Madison. Deming helped us to see police work as a system capable of being improved.

  We also learned the value of collaborating with and learning from others outside of law enforcement. We came to see that the systems for which we were responsible, were dependent on others around us (like when we realized the important systems-link between poverty, jobs, education, and crime). Most of all we saw the work we did as a system – and a system that could be improved."

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• Before Deming’s 14 Points for Management

  (principles 16 to 21) The consumer is the most important point - Performance of a product is the result of interaction between three participants: (1) the product itself; (2) the user and how he uses the product; (3) instructions for use, training of customer; service provided for repair.

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