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What we see…

Deming Institute

Post by Bill Bellows, Deputy Director, The Deming Institute. While “Standards are everything at Airbus: from cleaning up the table in the canteen after eating to operating a machine, they influence every part of the employees’ working day.” Yet, what can be said of the limits to standardization? per million opportunities.

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Avoid Doing the Wrong things Righter…But, “By What Method?”

Deming Institute

Learning to do things “right” is important and all sorts of training exist for doing so, including Lean Six Sigma, Kaizen, Plan-Do-Study-Act, Statistical Process Control, and ISO certifications to name just a few. To that end, Dr. Deming might well ask, “By what method” can we determine the “right” things to do? References.

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Avoid the Improvement Hype Cycle

Harvard Business Review

Thus, today we have a number of process "religions": Statistical Process Control was followed by Total Quality Management, Business Reengineering, Six Sigma, Lean, and Business Process Management (BPM, which emphasizes process management software). And "What can we do now to ensure we don't repeat the mistakes of the past?"

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A Brief History of the Ways Companies Compete

Harvard Business Review

Edwards Deming , who introduced quality as a way of life for Japanese companies. And processes like Six Sigma quality control became hugely popular after GE publicly adopted the concept. Scale and efficiency are mostly about competing by lowering costs. “Quality is free” became a mantra. Insight Center.

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Debriefing as Continuous Improvement

Strategy Driven

Whether it was branded the Deming Method or Six Sigma or a host of other models, ‘continuous improvement processes’ found their way into organizations large and small and have made a major contribution to improving quality worldwide. Duke and James D. Murphy For the last 50 years, elite U.S.

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Understanding Fear of Process Improvement

Harvard Business Review

Six Sigma or Lean) the right way. Edwards Deming (the father of the quality movement) famously said , "Drive out fear. Discussions about process improvement failures sprang up recently on two different LinkedIn groups I participate in, and most members cited a lack of leadership from the top as the primary reason.

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Reflections on the Fabric of the Toyota Production System

Deming Institute

Guest post by Bill Bellows, Member of The Deming Institute’s Advisory Council. He did not believe the results and instructed the team to repeat the assembly operation. Edwards Deming to several dozen executives in Japan in 1950. To Pipp’s amazement, one car purchased was 100% snap fit. The discovery was not lost on Pipp.

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