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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…
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…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…
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…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…
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…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…
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…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…
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…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…
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…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…
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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…
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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….
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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…
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