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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…
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…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…
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…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…
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…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…
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…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,…
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…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…
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…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…
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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…
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…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…
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…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…
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