Blog posts on quality tools

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  • W. Edwards Deming Discussing the Leadership We Need in Our Organizations

    He mentions that walking around can be useful but it isn’t effective. Without the proper focus you only see a glossy picture. Going to where the work is done is important. But as with most management practices it must be done within a proper context and sadly it is often done in a superficial way. I discussed these ideas in my blog post, Management by Walking Around...

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  • Using Checklists to Reduce Process Variation and Improve Results

    At the core the Checklist Manifesto is about determining the critical process conditions and creating a system to assure that the those process items are properly handled.

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    It is critical that checklists be developed at the gemba (where the real work is done) and that they are modified based on experience. A good checklist system integrates continual improvement to adjust checklists based on user experience.

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  • Should I be in the Check Phase of PDCA Daily?

    The check/study phase should be reviewing the results of the experiment done in the Do the experiment phase. "Checking" how things are going during the experiment makes sense but that isn't the check/study phase of PDSA .

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    Remember one key to using the PDSA cycle is to turn through the whole cycle quickly. Daily would be exceptionally quick. Moving through the whole cycle in 2-6 weeks is more normal. Organizations successful using PDSA will quickly turn the cycle 4+ times for a specific effort (often the 2nd, 3rd... times through are much faster than the first time through).

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  • Software Code Reviews from a Deming Perspective

    I think the “inspection” in code reviews is different enough that we can use code reviews as a valuable tool for managing software development. The waste of having processes that create defects and then use inspection to catch them is certainly something to avoid. A significant part of the effort in code reviews should be geared toward capturing learning that can be applied to current processes to improve them so fewer bugs are created in the future.

    In my experience this part of code reviews (using it to improve the existing processes) is not given the focus it should be. So I do believe that code reviews should focus more on why did we find something we decided to fix?

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  • Improving Management with Tools and Knowledge

    Both the tools and the underlying principles are catalysts to better management. Alone each can result in a bit of improvement. But when they are used together is when you see remarkable improvement. The effective integration of the principles and the tools is what separates the remarkable companies we respect (and maybe envy) from all the others that are having some success but that are also struggling in many ways.

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  • Management Improvement History

    I do believe we need to improve our practice of Quality (and to do that we need to understand what happened in the past and why it was not more successful). The idea that Design of Experiments (DoE) was at the core of some Quality Movement to me is not at all accurate.


    In my experience only a few Quality professionals today understand what it means and how it should be applied. The idea that it was common place in the 40’s I seriously doubt (though I don’t have first hand knowledge of this). I find it difficult to believe we would have decided to stop using DoE if it was commonly done previously. The understanding I have from those that should know (like George Box and previously my father – Bill Hunter) is that it was not at all common practice and still is not outside of a few industries and even there it is isolated in the domain of a few experts.I do have first hand knowledge of the 80’s and the idea that we did “employee training in problem solving, team activities and just-in-time inventory” well is not even close to accurate. We sent people to training on these things but other than JIT inventory the effectiveness of these efforts were poor (with a few exceptions that really did well).

    “Quality” is not being practiced anywhere close to the level with which I am satisfied with in more than a few organizations. We have huge improvements to make in the practice of DoE, SPC, process improvement, having decisions made by the appropriate level (as close to the issue as possible), leadership, teamwork, data based decision making, the use of basically all the Quality tools, systems thinking, transformation…

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  • Taguchi Loss Function

    In practice, I have seen the concept of the Taguchi Loss Function used quite a bit. I have never actually seen any losses quantified and totaled and shown on a graph. I think focusing specifically on who suffers a loss and what that loss could be, can help. I think actually quantifying the losses to society can be daunting. So, while I see the value in framing the concept that way I think to actually get the losses quantified you are best served by starting with those closest to the process and then adding additional loses to those results.

    Second, if you attempt to use the concept to help you manage (as a guide in decision making) the impacts to society are a factor, but, I think the loss to your company, the customer and perhaps the end user are most important. A negative impact to society at large is not going to have the same impact to a decision maker as the same negative impact to the customer. The decision maker will likely be willing to invest more to reduce the loss to a customer than to society at large (and that seems logical and sensible to me).

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  • Control Charts in Health Care

    The point of using a control chart, and many of the management improvement tools, are to improve the efficiency and effectiveness of resources spent improving. The trick is not really to improve (that is pretty easy) the trick is to improve quickly and effectively (and in a competitive marketplace to improve more quickly than competitors). Where improvement resources are targeted is critical. In deciding which improvement options to explore it is important to understand the impact on the outcome (in this case the health of the patient).

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  • Statistics for Experimenters – Second Edition

    Complete with applications covering the physical, engineering, biological, and social sciences, Statistics for Experimenters is designed for individuals who must use statistical approaches to conduct an experiment, but do not necessarily have formal training in statistics. Experimenters need only a basic understanding of mathematics to master all the statistical methods presented. This text is an essential reference for all researchers and is a highly recommended course book for undergraduate and graduate students.

    This updates the classic text by George Box, William Hunter (my father) and Stu Hunter.

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  • Management Improvement Flavors

    Some tools are much more common in one program, even if they are not limited to one program (such as Design of Experiments used heavily in six sigma). But design of experiments existed long before six sigma and was used by sensible people to improve for decades before six sigma.

    The biggest difference I see in the programs is the overall aim. And that overall aim affects everything else. I happen to be a fan of Deming’s ideas. Most of these programs take a great deal from Deming’s ideas. I believe Lean is closest to Deming’s ideas (which makes sense as Lean is essentially the Toyota Production System TPS).

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  • Toyota Special Report: Thinking Production System

    Minoura warns “simply introducing kanban cards or andon boards doesn’t mean you’ve implemented the Toyota Production System, for they remain nothing more than mere tools. The new information technologies are no exception, and they should also be applied and implemented as tools.”

    Early in his career, Minoura worked under Taiichi Ohno, recognized as the creator of the Toyota Production System. Ohno, through tireless trial and error, managed to put into practice a “pull” system that stopped the factory producing unnecessary items. But Minoura observes that it was only by developing this “loose collection of techniques” into a fully-fledged system, dubbed the Toyota Production System or TPS, that they were able to deploy this throughout the company

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  • Visible Data

    Take the time to find the important measures and then don’t keep data hidden in some drawer or computer file out of people’s view and therefore out of mind. Post the important data for everyone to see. Review the data as changes are made and see that the changes had the desired result. 

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  • Quality Customer Focus

    Customers expectations change over time. Often what was once enough to delight a customer (remote control for a TV) becomes expected. Once a feature is expected the organization gets no credit for providing it they only risk a negative reaction if they fail to provide it.

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  • Six Sigma Won’t Fix Bad Management?

    Like most management concepts how it is applied varies tremendously. If one just uses some tools that are part of the “Six Sigma tool kit” (mostly tools from TQM and the like) then you might improve bad management only marginally.

    But if you read the work of Roger Hoerl, Soren Bisgaard, Forrest Breyfogle III… and learn and apply what they talk about as Six Sigma you will definitely have to address bad management practices. Their Six Sigma is definitely a management improvement system (you can’t apply their concepts of Six Sigma without fixing many bad management practices).

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  • Using Design of Experiments

    Design of Experiments can seem complicated but at the core it is fairly simple and powerful. By applying the proper techniques it allows you to gage the effect of several variables and, very importantly, the interactions of those variables with a small number of experiments (or tests or pilots).

    George Box is a wonderful author (and friend) who can write for mangers who are not knowledgeable about statistics and statisticians. Statistics for Discovery does a good job of explaining how organizations should use experiments to improve.

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