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Guest post by Marty Laurent. This is the final of four blog posts sharing Marty’s story of transforming a GM plant – and influencing GM company-wide – using the Deming…
…in an aluminum casting, the “0 to 100 kilometers per hour” acceleration times of a car, or the bacteria levels in a soap solution. For the third question, I offer…
…that is likely largely (but maybe not completely given the complexity of the task) an issue that should be addressed by improving the processes. My guess is in a very…
…falls into (for example, how sick a patient is). If patients that are not in similar health conditions are compared to each other the data will (in addition to the…
…meaningful. Combining this with our brains ability to find patterns (even from random data) and confirmation bias this creates problems. Using data is very powerful but it is not enough,…
…past where we can survive. Where do we start? Could we get these all in 1 room and convince them of new actions? 1000 companies, 20 countries, 40 cities, 10…
…JIT: making problems visible, reducing waste, reducing inventory costs, allowing quick adjustments to market conditions. Many cost-focused organizations fail to understand what, it seems to me, is the most important…
By John Hunter, founder of CuriousCat.com. Gemba is a Japanese term for “the real place” or in management terms “where the important action takes place.” The most common use of…
…any level. I also find the power to improving performance is understanding if the problems are due to common causes or special causes. For common causes we need to explore…
…moved on within 3 years to move to a smaller company. He taught the Deming principles to his new company and they were readily embraced. Scott expresses his belief that…