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…the important-but-not-urgent work. Failing to prioritize the important-but-not-urgent work is a common weakness in business today. To counter this situation you should build into your work system processes to counter…
…5% this year…), etc. There are many other examples: buying cheaper software that wastes much more staff time than the savings by buying cheap software in the first place, cutting…
…the processes – which is what will result in improvement). Dr. Deming specifically addresses the common desire management has to buy a new machine (and today, buying new software would…
…buy an Oklahoma based Coca-Cola bottling company. When they sold the company in 2011, they had recouped over $400 million in after-tax dollars! Ask Bob if this was his crowning…
…That was something that made a lot of sense to how we were starting to think about organizations — as webs of relationships. But the real eye-opener for me was…
…From, The right way to handle a surprise: The U.S. Chamber of Commerce is calling for companies to halt “earnings guidance,” or coaching analysts, toward a precise target for quarterly…
…Profound Knowledge is variation. In schools, the variation comes from the students – their backgrounds, cognitive abilities, home life, neurodiversity, temperament, and more. The key is understanding variation and maximizing…
Guest post by John Hunter, founder of curiouscat.com (in 1996). The W. Edwards Deming Institute You Tube channel has shared videos online for 10 years now. The videos with the…
Guest post by John Hunter, author of the Curious Cat Management Improvement Blog (since 2004). The W. Edwards Deming Institute provides online access to a recording, from 1992, of Dr….
Our lives, communities, health, and realities are in a constant state of variation. Ideas and technology evolve to be considered, used, and discarded through ever-faster communication channels. But some ideas…