article thumbnail

The Failure of “The Livonia Philosophy” at my GM Plant

Deming Institute

As I wrote about in my first post , my first job out of college was at the GM Livonia Engine Plant, outside of Detroit. A forward-thinking plant manager modified the Deming Philosophy to create something called “The Livonia Philosophy.”. That sounds very much like the Toyota Production System and Lean management.

Kaizen 28
article thumbnail

Why Dr. Deming’s Work is So Important to Me

Deming Institute

I don’t think I learned anything about Deming or his work as an undergraduate Industrial Engineering student from 1991 to 1995. I was fortunate that my father had an opportunity to be a student in the famed four-day seminar, while working as an engineer at the Cadillac division of General Motors, in the late 1980s. Edwards Deming.

Deming 46
Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

How to Successfully Work Across Countries, Languages, and Cultures

Harvard Business Review

The Japanese employees, while already fluent with Japanese concepts such as kaizen (improvement) and omotenashi (hospitality), struggled to become proficient in English. These challenges differed depending on people’s backgrounds and location. Two groups had the steepest learning curve in particular. It consists of five key actions.

article thumbnail

Being the World's Largest Ad Agency Might Not Be Something to Brag About

Harvard Business Review

A Manager''s Moral Obligation to Preserve Capitalism Working Knowledge. Kaizen, Japanese for "continuous improvement," is Toyota''s self-described business model. And despite some initial apprehension, it worked: Toyota engineers were able to cut down the dinner wait time from 90 minutes to 18 minutes. You Can''t Eat a Check.

article thumbnail

Good Leaders Don't Use Bad Words

Harvard Business Review

According to its search engine, however, the world''s largest bookseller doesn''t have a single "offers innovation" title. The PwC consultants relentlessly stressed that "customers" were about managing transactions but "clients" were about investing in relationships. "Offers" liberated participants, where "products" constrained them.

Ulrich 9