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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…
…regards to finances, what can be said about cost goals? Should they, as well, always be less-is-better, in which case we buy on price tag alone, shunning Dr. Deming’s fourth…
…mentions how the companies making this work in Japan, and the USA, don’t reduce the workforce based on improvements. So even as the companies make dramatic improvements in productivity workers’…
…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…
…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…
…not improve the quality, nor guarantee quality. Inspection is too late.) Tampering is responding to random variation as if it were informative. This is very common. When you don’t understand…
…working at the company had their salaries doubled immediately. Here are some interesting quotes from an article on bbc.com about the change and the effects it had on the company…
…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…
…a much lower price. Capital sources that follow this model wouldn’t expect crazy growth, simply a modest return on their investment, similar to a credit union. Jimmy Stewart makes the…
…this is in customer support after the sale. So many companies see this as a cost to be reduced. They have outsourced this support and customers despise having to try…