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…$50 million per year through reduced payments, Intermountain’s costs fell by only about $41 million. Intermountain thus lost more than $9 million per year in operating margins. Implementing better care…
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…the allure of competitor’s offerings, that stops people from buying a house from you, but worries about all the hassles involved with moving. If you see your job from the…
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…put people in the position to succeed avoid creating pressures that run counter to doing this (for example, setting up competing sub units within the organization – which will discourage…
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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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…an orchestra yet we often ignore the interdependence and seek to optimize components. We need to Optimize the overall system, not the individual components. That is easier to say than…
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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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…a good orchestra. The players are not there to play solos as prima donnas, each one trying to catch the ear of the listener. They are there to support each…
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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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…to create more value and reduce costs over the long term. Brian Joiner, in Fourth Generation Management: Real benefits come when managers begin to understand the profound difference between “cost…
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…leadership demonstrates its philosophy and practice of ethical behavior, it impacts the whole organization, whether in education, government, or commercial enterprises. In the June 1994 issue of ASQ Quality Progress,…
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