Deming

StadiumConcertBlog

Dec 30 2023

Greatest Hits of 2023

This blog’s greatest hits of 2023:

  1. Nissan’s Quick Response Quality Control (QRQC)
  2. Runners, Repeaters, and Strangers among Components
  3. Where do “Value Stream Maps” come from?
  4. The Fox Knows Many Things, But The Hedgehog Knows One Big Thing
  5. Deming’s Point 4 of 14 – End the practice of awarding business on the basis of a price tag
  6. Does Amazon Use Lean, Six Sigma, or Lean Six Sigma?
  7. Does Toyota Use SPC?
  8. Deming’s Point 3 of 14 – Cease dependence on inspection to achieve quality…
  9. Deming’s Point 5 of 14 – Improve Constantly and Forever the System of Production and Service
  10. Deming’s Point 11.b of 14 – Deming versus Drucker
  11. Metrics in Lean – Chart junk in performance boards and presentations
  12. Why “Smart” part numbers should be replaced with keys and property lists
  13. Wrong things ChatGPT says about me
  14. Project Manager Versus Chief Engineer: What’s The Difference?
  15. Deming’s point 1 of 14: Create constancy of purpose…
  16. Why 5S fails
  17. Quality in a Manufacturing System
  18. Why we Need a Quality Department
  19. Orbit charts, and why you should use them
  20. What is an A3?

#greatesthitsof2023, #quality, #VSM, #ValueStreamMap, #deming, #toyota

By • Uncategorized • 1 • Tags: , , , , ,

Maureen-Mace-Tree-of-Knowledge.png

Jan 5 2021

Deep Learning And Profound Knowledge

[The featured image is Maureen Mace’s Tree of Knowledge]

In the news, Deep Learning is the currently emblematic technology of Machine-Learning (ML) and Artificial Intelligence (AI). In Management, the System of Profound Knowledge (SoPK) is a framework by W. Edwards Deming that specifies what individuals should know to be effective leaders of business organizations.

Your knowledge is what you have learned. You would not call a deep lake profound but a deep thought is also profound and vice versa.  When discussing abstractions, there is no daylight in meaning between deep and profound.

Consequently, we might expect Deep Learning to be the process by which you acquire Profound Knowledge but it is nothing of the kind. As technical terms, they are unrelated and neither one matches expectations based on common, everyday usage. 

Continue reading…

By • Management • 9 • Tags: , , , , , , , ,

Feb 17 2017

Variability, Randomness, And Uncertainty in Operations

This elaborates on the topics of randomness versus uncertainty that I briefly touched on in a prior post. Always skittish about using dreaded words like “probability” or “randomness,” writers on manufacturing or service operations, even Deming, prefer to use “variability” or “variation” for the way both demand and performance change over time, but it doesn’t mean the same thing. For example, a hotel room that goes for $100/night in November through March and $200/night from April to October has a price that is variable but not random. The rates are published, and you know them ahead of time.

By contrast, to a passenger, the airfare from San Francisco to Chicago is not only variable but random. The airlines change tens of thousands of fares every day in ways you discover when you book a flight. Based on having flown this route four times in the past 12 months, however, you expect the fare to be in the range of $400 to $800, with $600 as the most likely. The information you have is not complete enough for you to know what the price will be but it does enable you to have a confidence interval for it.

Continue reading…

By • Laws of nature • 0 • Tags: , , , , , ,

Nov 22 2016

If Talk Of Probability Makes Your Eyes Glaze Over…

Few terms cause manufacturing professionals’ eyes to glaze over like “probability.” They perceive it as a complicated theory without much relevance to their work. It is nowhere to be found in the Japanese literature on production systems and supply chains, or in the American literature on Lean. Among influential American thinkers on manufacturing, Deming was the only one to focus on it, albeit implicitly, when he made “Knowledge of Variation” one of the four components of his System of Profound Knowledge (SoPK).

Continue reading…

By • Data science • 1 • Tags: , , , ,

Oct 27 2015

Standardization Doesn’t Stamp Out Creativity | The Deming Institute Blog | John Hunter

“[…] One of the things I find annoying, in this way, is that reducing variation and using standardization is said to mean everyone has to be the same and creativity is stamped out. This is not what Dr. Deming said at all. And the claim makes no sense when you look at how much emphasis he put on joy in work and the importance of using everyone’s creativity. Yet I hear it over and over, decade after decade.”

Sourced through Scoop.it from: blog.deming.org

Michel Baudin‘s comments:

Yes, the metric system did not stifle anybody’s creativity. By making commerce, engineering, and science easier, it actually helped creative people innovate, invent, and discover.

But when Deming says “Standardization does not mean that we all wear the same color and weave of cloth, eat standard sandwiches, or live in standard rooms with standard furnishings,” he seems to exclude the possibility that standardization could be abused.

Continue reading…

By • Blog clippings • • Tags: , , ,

Nov 11 2014

Dr. Deming: ‘Management Today Does Not Know What Its Job Is’ (Part 2) | Quality content from IndustryWeek

“The usual procedure is that when anything happens, [we] suppose that somebody did it. Who did it? Pin a necklace on him. He’s our culprit. He’s the one who did it. That’s wrong, entirely wrong. Chances are good, almost overwhelming, that what happened, happened as a consequence of the system that he works in, not from his own efforts. In other words, performance cannot be measured. You only measure the combined effect of the system and his efforts. You cannot untangle the two. It is very important, I believe, that performance cannot be measured.”

Source: www.industryweek.com

See on Scoop.it – lean manufacturing

By • Deming • 2 • Tags: , ,

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