Deming

Nov 11 2014

Dr. Deming: ‘Management Today Does Not Know What Its Job Is’ (Part 1) | IndustryWeek

[…]”Management today does not know what its job is. In other words, [managers] don’t understand their responsibilities. They don’t know the potential of their positions. And if they did, they don’t have the required knowledge or abilities. There’s no substitute for knowledge.”

Source: www.industryweek.com

See on Scoop.it – lean manufacturing

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Jun 13 2014

A Deming Interview from 1984

In a discussion in the TPS Principles and Practice discussion group on LinkedIn, Hein Winkelaar pointed out the following video of an interview with W. Edwards Deming taped in 1984:

for more details, you can also read about Deming’s list of “5 Deadly Diseases” in Chapter 3 of Out of the Crisis, pp. 97-148.

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Mar 17 2014

Averages in Manufacturing Data

The first question we usually ask about lead times, inventory levels, critical dimensions, defective rates, or any other quantity that varies, is what it is “on the average.” The second question is how much it varies, but we only ask it if we get a satisfactory answer to the first one, and we rarely do.

Continue reading…

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Mar 14 2014

Forthcoming book: The Deming Legacy

The-Deming-Legacy-coverAbout two years ago, I started posting essays on this blog about Deming’s 14 points and their current relevance. Now I am writing on Points 11.a and 12 through 14, which I have not covered yet, organizing the material, and editing it into an eBook entitled The Deming Legacy, that will be available shortly in PDF, iBook and Kindle formats. If you are interested, please visit the site and let me know. Comments here are also welcome.

The posts on the topic to date are as follows:

  1. Create constancy of purpose toward improvement of product and service.
  2. Adopt the new philosophy.
  3. Cease dependence on inspection to achieve quality. 
  4. End the practice of awarding business on the basis of a price tag. 
  5. Improve constantly and forever the system of production and service.
  6. Institute training on the job.
  7. Institute leadership.
  8. Drive out fear.
  9. Break down barriers between departments. 
  10. Eliminate slogans and exhortations.
  11. b. Eliminate management by objectives.

The title is a ploy to convince Matt Damon to play Deming in the movie version.

Matt-Damon-with-red-bead-paddle

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Dec 27 2012

Organizational Sabotage – The Malpractice of Management By Objective by Ken Craddock & Kelly Allan

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Organizational Sabotage – The Malpractice of Management By Objective by Ken Craddock & Kelly Allan – Innovation, quality and productivity suffer from the abuse of MBOs Objectives are essential to a business.

Michel Baudin‘s insight:

This article brings a new perspective on the discussion of the same topic in this blog.

See on www.processexcellencenetwork.com

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