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deming

This category contains 84 posts

Do People Feel Comfortable Showing Problems?

Assuring problems are visible makes perfect sense and is something many organizations mistakenly believe they already do. For a variety of reasons, showing problems is not something that does not come naturally to many people. It is more natural to hide – or at least not openly display – problems with the hope they can be resolved before being discovered. Continue reading

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Stop Judging – Start Leading

Most leaders fail to appreciate how much the overall system affects the performance of the organization, and that it is their responsibility to develop and maintain the system. If they did understand, they would never put so much effort on trying to “fix” the part of the organization that accounts for less than 3-4% of the company’s performance. Performance ratings assign blame to people who are likely attempting to work in a flawed system, and those who receive higher ratings are often working outside of the system, something that should never be encouraged Continue reading

We Don’t Make Cars: Applying Lean to Other Industries

People don’t go to Toyota to work, they go there to think” – Taiichi Ohno Although much of what we now call lean has been practiced by Toyota and its suppliers for decades, most of the world began to learn about it in the 1990s with books like The Machine that Changed the World and … Continue reading

The Lean Journey Begins with Appreciating the Business as a System

We rate, rank, and hold people across the organization responsible for performance in a system that is most likely flawed.  In other words, rather than focus our efforts on improving the system when performance is below expectations, we assume that putting pressure on the individual will improve results, even though the person may have little or no authority to do anything other than try harder, go around the system, or focus on making it look like improvement is occurring whether it actually is. Continue reading

Why Lean Fails

To be clear, lean doesn’t fail . . . it’s the transformation that fails. While there are many reasons for the failure, there are a few that seem to be common across various organizations. Regardless of which one or more of these reasons apply, correcting them is possible only when leaders begin to develop a deep understanding of lean and realize that the responsibility for the transformation rests squarely on their shoulders rather than something that can be delegated to lower levels in the organization. Continue reading

The Objective of Problem-Solving is Not Solving the Problem

What many fail to understand is, when the focus of problem-solving is results, very little learning takes place, but when the focus is learning, more significant and sustainable results will follow. Continue reading

Motivation and Helping People Learn, Make a Difference, and Have Fun

“Why are we here?  To learn, to make a difference, and to have fun.” – W. Edwards Deming  Many years ago, I was fortunate enough on a couple occasions to attend W. Edward Deming’s 4-day seminar.  Early in both seminars, Dr. Deming asked attendees, “Why are we here?” After waiting in silence and repeating the question, he would offer up the notion that we are here “to learn, … Continue reading

Kaizen & Changing the Way People Think

“If you can’t explain it to a six-year-old, you don’t understand it yourself.” – Albert Einstein For most people, structured problem-solving is not a natural process.  After years of being rewarded for quick answers and telling people what to do, along with the fact that most of us are overloaded, the ability to approach a problem without a preconceived solution is counter to the way people work.  Many see structured … Continue reading

Flattening the Organization- Probably Not the Answer

One of the reasons often given for eliminating layers of management is that managers get in the way and slow down processes. Although often true, eliminating layers is not necessarily addressing the root cause of the problem. The company can benefit more by understanding why its leadership is ineffective and its processes and systems are slow, rather than assuming it is because of excessive layers. Continue reading

Driving Improvement Through Systems Thinking

The more people learn the connections the components have with each other to achieve the overall business objectives, the easier it will be to see the problems and set improvement targets based on reality rather than gut feel. Continue reading

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