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Deming and Lean

Deming would never tell anyone how to implement his theories – in fact, he would become visibly frustrated whenever anyone asked him about specific situations. Like every great teacher, Deming would provide enough guidance to make one think and learn. As it turned out, Deming’s theory of management provided the what and leaders at Toyota, Canon, and other companies used to develop the how. Continue reading

How Well Do You Know Your System?

I’m not sure it’s possible to truly grasp all of the complexities within an operation, but the more a leader understands about the overall system, the more effective improvement efforts will be to reduce waste and improve performance. Continue reading

Using ORID to Guide Business Planning

I’ve noticed recently how well the hoshin A3 aligns with the ORID (Objective, Reflective, Interpretive, Decisional) method of questioning. Based on the Socratic method of learning, ORID is a structured conversation focused on getting a team to arrive at decisions based on the information available. Continue reading

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