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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…
…great deal about management in just that way. Online training and videos also offer some promise, as do podcasts and blogs and other online resources. It is normally very useful…
…or early is the school bus? How many apple pies are sold? How many customers gave us 5 stars on Google? Our stock price, the number of visitors to the…
…time (as demonstrated through the use of control charts) typically show little, if any improvements as a result of these “quick fix” schemes. Truth be told, during my final school…
…years. W. Edwards Deming, page 53 The Essential Deming “Present Practices and Better Practices” – from a presentation at a seminar for CEOs, “Quality, Productivity, and Competitive Position,” 1992. Even…
…Of course this is not the mindset of a Deming company would take. Deming saw the people of the company as an enormous resource. If you have “dead wood” (employees…
…differs from those expectations. His research into competition showed the practices in our organizations ran counter to the evidence of what is beneficial to achieving the best results. We [in…
…The New Economics. “If you change the rule for counting people, you come up with a new number.” Dr. Deming emphasized the importance of understanding what the data actually meant…
…order to counteract this recognized weakness (poor practices being difficult to correct due to confirmation bias) we need to design management systems that counteract this weakness. Theory of knowledge is…
…counter-measures to cope with a potential problem is necessary in order to meet customer requirements of expectations. Those efforts are necessary but are not sufficient. Those types of countermeasures can…