Deming Institute

JANUARY 16, 2017

To my surprise, during the interviewing process, GM promised me a different type of workplace (one that existed, at least, at this plant), one based on the Deming philosophy. That sounds very much like the Toyota Production System and Lean management. If possible, I wanted to work in something closer to the Deming environment.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Michael Lee Stallard

JUNE 23, 2010

These sobering statistics represent a drain on productivity that leaders can no longer afford to ignore. Research from the Corporate Executive Board shows that engaged employees are 20 percent more productive than the average employee. Organizations with aligned and engaged employees clearly have a competitive edge. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Deming Institute

NOVEMBER 3, 2017

In the summer of 2005, I attended a conference which featured Jack Welch, the former CEO of General Electric, as the opening keynote speaker. If the two items being considered are people working together, the results can be more than the sum of the parts; more productive than two people working independently.

Deming 28

Deming Welch System Open-book 28

Harvard Business Review

MAY 16, 2012

In 2005, HP split off the printer business from the personal computer business, dissolved the Customer Solutions Group (CSG) which was a sales and marketing organization that cut across product categories, and pushed selling responsibilities down to the product business units. The printing people are not being team players.".

Productivity 8

Productivity Products Organization Sharpe 8

Harvard Business Review

JUNE 12, 2017

Companies that offer good jobs today — with decent wages, predictable schedules, and opportunities for success and growth — do so by combining investment in people with operational choices that increase their employees’ productivity and contributions. They will gain new skills in the process, a win for everyone.

Merchandising 8

Merchandising Retail Competitive Advantage Technology 8

Harvard Business Review

SEPTEMBER 4, 2017

“Productivity isn’t everything, but in the long run it is almost everything,” wrote Paul Krugman more than 20 years ago. Productivity in most developed economies has been anemic. During much of this time, it has been shareholders, not workers, who have reaped the benefits of higher productivity.

Human Capital 14

Human Capital Kaizen Agility Energy 14

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

NOVEMBER 6, 2018

By contrast, since 2005, the importance of meaningfulness in driving job selection has grown steadily. To date, business leaders have lacked two key pieces of information they need in order to act on the finding that meaning drives productivity. Employers must respond or lose talent and productivity.

Creativity 15

Creativity Report Conference Mentor 15

Deming Institute

SEPTEMBER 23, 2019

This article is the first of a series I am preparing in collaboration with Dick Steele , a Board Member of The Deming Institute, to offer our thoughts on the legendary Toyota Production System and its connection to the management system within Toyota and how it was inspired by Dr. Deming. Figure 1 – Production Viewed as a System.

System 74

System Productivity Products Deming 74

Harvard Business Review

FEBRUARY 29, 2016

Following the Challenger explosion, NASA did take concrete steps to correct flawed organizational processes. For example, it increased both the number and status of safety personnel, and it strengthened safety operating procedures. The prevailing attitude becomes “We will not launch a product until proved safe to do so.”

Organization 8

Organization McCombs Pharmaceuticals Learning-by-Doing 8

Harvard Business Review

NOVEMBER 20, 2018

Around 2005, marketing became a bigger force driving growth. ” The intention was right, but there was no operational impact. When I bought that Purple mattress, there was almost zero friction in the process. In the “better product” era, when you grew, you added humans, and you placed them in specialized roles.

B2C 13

B2C Energy Marketing B2B 13

Harvard Business Review

JUNE 6, 2017

I worked with a software development company in which the CEO came up with a new product feature on a weekly basis. A value assessment removes subjectivity from the decision-making process and helps whole teams agree on which projects rank as an eight, nine, or 10 for the department. Pay attention to warning signs.

Team 15

Team Metrics Project Innovation 15

CO2

JUNE 29, 2010

Nothing gets done in organizations without followers, as they are people closest to the customers and issues, creating the products, taking orders, and collecting payments. Research has consistently shown that more engaged employees are harder working, more productive, and more likely to stay with organizations than those who are disengaged.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Harvard Business Review

JULY 19, 2017

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. a 525-employee software company, began applying agile methodologies in 2005. This takes time. Systematic Inc.,

Agility 8

Agility White Paper How To Metrics 8

Harvard Business Review

APRIL 22, 2014

When Lyndon Faulkner joined as CEO in 2005, he felt the then-$80 million firm had to make acquisitions to grow. What if the new products under development strike out? Functional and product line managers who must work well with their counterparts at the acquired firm are brought into the discussions at an early stage.

Company 8

Company Due Diligence CEO Consultative 8

Harvard Business Review

NOVEMBER 19, 2012

tire manufacturer, which implemented a new order fulfillment process in 2005. My consultant friends Steve Cantrell and Sharol Henry were hired to work with them on changes to managers' roles caused by the new process. But process change can engage the front line and be fast. Consider what happened at a major U.S.

Participative 8

Participative Learning-by-Doing Operations Process 8

Harvard Business Review

FEBRUARY 15, 2012

How do we reduce the performance drag of top-heavy management structures, replace "manager-management" with a more agile self- or peer-management, and create a vibrant social system in the process? Cutting the Cord: Vodafone UK's Revolutionary Approach to Mobility, Flexibility & Productivity. Story by Bjarte Bogsnes.

Bureaucracy 12

Bureaucracy Company Agility CIO 12

Harvard Business Review

JANUARY 5, 2018

The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point. These are jobs in R&D, technology, and other areas vital to a firm’s strategic direction, product development, and process efficiency.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

DECEMBER 24, 2010

The best I could do was a product description here and there on some e-business website. But almost all of these are family businesses, operated by a husband and wife and several hired hands. In 2005, the toy industry in Chenhai fell to an unprecedented low, and the future looked especially bleak for Syma Toys. Syma Toys?

Workshop 14

Workshop Company Press Release Innovation 14

Harvard Business Review

MARCH 30, 2016

Improving hygiene habits halves the number of people who die from disease and increases sales of its soap products; reducing carbon emissions and water usage cuts costs and limits the company’s exposure to water-scarcity. Apply world-class management. The panel was chaired by U.S.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

OCTOBER 16, 2014

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. And then, of course, one comes back to abandonment, and the process starts all over.

Drucker 13

Drucker Survey Learning-by-Doing Knowledge Management 13

Harvard Business Review

JUNE 2, 2015

Each division focuses on one customer group — premium customers or young adults, for example — and, through research, designs products for that segment. Customer-centric firms with many customer-centric competitors exhibited 11% lower performance than peer firms with product-centric structures. Low industry profitability.

Restructuring 8

Restructuring Company Henderson Health Care 8

Chart Your Course

JUNE 30, 2016

Sinek entered mainstream business awareness with his TED talk, in which he introduces a deceptively simple model called “the golden circle” made up of three layers: What (Product), How (Process), and Why (Purpose). Ineffective companies operate only from the other two layers. Drucker passed away in 2005.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

OCTOBER 16, 2015

Some large employers are doing this: They have used their purchasing power to engage their major providers and health plans to join them in a collaborative process aimed at eliminating waste. Intel’s collaborative adopted these five indicators to guide the production of, payment for, and purchase of health care services.

Health Care 8

Health Care Supply Chain Incentives Quality 8

Harvard Business Review

SEPTEMBER 14, 2011

Chirotech specializes in biocatalysis and chemocatalysis, two important subspecialties of biotechnology and chemistry that help develop key biological and chemical intermediates needed for the efficient production of medicines. You can't run your global R&D operations from headquarters in Mumbai. Reliance MediaWorks. and the U.K.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

MARCH 20, 2015

Since people began telecommuting decades ago, companies have been excited about the prospects to increase productivity, reduce costs, and gain access to a much larger talent pool. grew by nearly 80% between 2005 and 2012. The answer is simple: Many companies focus too much on technology and not enough on process. Communication.

Company 8

Company Document Travel Real Estate 8

Harvard Business Review

JANUARY 27, 2014

We see high variance in investment performance, new product launches, startups, creative industries, and academia, all areas where luck plays an outsized role. Well-run organizations will deal with high-variance projects by relying on process metrics and by judging you on diversified outcomes. One went to Stanford; the other, Harvard.

Career 8

Career Planning Kahneman Uncertainty 8

Harvard Business Review

FEBRUARY 17, 2012

While interning in Mozambique in 2005 for the one-person (!) As product is sold, some of the initial working capital that SHE puts up is paid back, with the entrepreneurs eventually owning their local franchises. They then approached MIT to partner on enhancing the process to make it more absorbent. Emotion Attracts Good People.

Franchising 13

Franchising CEO GDP Entrepreneur 13

Harvard Business Review

FEBRUARY 18, 2014

For one thing, thanks to a long history of exclusive municipal franchising regulations that didn’t end until 1992, the two companies don’t overlap in any market—TWC customers will become Comcast customers (and get arguably better technology and service in the process), but no local market will see a decline in the number of competitors.

Technology 8

Technology Content Information Technology Franchising 8

Harvard Business Review

JULY 2, 2014

Even as recently as 2005, European players were able to hold the ball for three seconds, on average, before passing; today, they can keep the ball for less than a second before being challenged. They must launch new products, for instance, at shorter intervals. As a result, companies operate below their potential.

Cooper 15

Cooper Objective Short-term Incentives 15

Harvard Business Review

MAY 20, 2016

To support Adobe’s analytical and data-driven culture, we worked closely with their real estate team, which collects and analyzes data about their workspaces, and got feedback from employees on the seven attributes above as a key part of planning process. Since its 2005 founding, the marketing company had grown to over 1,100 employees.

Maturity 10

Maturity Real Estate Survey Project 10

Harvard Business Review

MAY 15, 2014

When a Walmart lawyer in Mexico blew the whistle in 2005, senior officers both in Mexico and in the United States allegedly stopped two different efforts by other Walmart employees at headquarters to conduct a thorough and independent inquiry. anti-bribery, money laundering, product safety, etc.)

Compliance 8

Compliance Committee Globalization CEO 8

Harvard Business Review

DECEMBER 25, 2013

Bush took over American Express’s far-flung service operations in 2005. He elevated the hiring process, seeking out people with the right personal qualities and values, often with experience in the retail or hospitality industries rather than in other call centers. What they talked about was up to them — and to the customer.

Call Center 8

Call Center Attrition Cost Center Learning-by-Doing 8

Terry Starbucker

MAY 16, 2010

How these two goals are connected by the company’s leadership is critical to building operational greatness – an organization that is working at high efficiency, with great enthusiasm and ever increasing productivity.

Metrics 243

Metrics Mission Statement Download Objective 243

Harvard Business Review

APRIL 12, 2013

Such leaders understand that a push to undertake a new strategy or to redirect operational performance depends pivotally on how well they communicate with employees. So Howard Schultz, the company''s founder, retook the reins as its CEO and launched a drive to revitalize its operations from the ground up. We actually debate issues.

Company 8

Company Video CEO Crisis 8

Harvard Business Review

JULY 2, 2014

Even as recently as 2005, European players were able to hold the ball for three seconds, on average, before passing; today, they can keep the ball for less than a second before being challenged. They must launch new products, for instance, at shorter intervals. As a result, companies operate below their potential.

Cooper 8

Cooper Objective Short-term Incentives 8

Harvard Business Review

JULY 14, 2016

Self-cannibalization occurs when a company chooses to proactively replace one product or process with another that is potentially worth less. Forward-looking incumbents recognize the need to cannibalize their own products, rather than leaving it to other startups, who are more than happy to take on the challenge.

Productivity 8

Productivity Products Company Metrics 8