Deming Institute

JANUARY 16, 2017

Sadly, it didn’t take very long to realize that the plant had a very traditional management style, very traditionally combative labor/management relations, and a typical blame-and-shame, command-and-control environment that made people miserable and didn’t deliver quality to the customer or any of the right business results.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Tony Mayo

MAY 7, 2010

Try reading the following excerpt from the article while substituting “manager&# for “teacher&# and “employees&# for “students.&# First, great teachers tended to set big goals for their students. They were also perpetually looking for ways to improve their effectiveness. – What Makes a Great Teacher?

Mayo 132

Mayo Executive Coaching Taylorism Taylor 132

Deming Institute

JANUARY 30, 2017

About ten years ago, somebody sent me a PDF file of Dr. Deming’s “Some Notes on Management in a Hospital.” I’ve seen many organizations progress from blaming those nameless jerks in another department to working together toward the goal of better patient care. A system doesn’t design itself and a system doesn’t manage itself.

Deming 28

Deming Kaizen System Quality 28

Harvard Business Review

OCTOBER 27, 2014

A mid-level manager in this 5,000-employee hospital, she is leading a 70-member group on patient flow as part of a larger organizational effort. Her ability to lead and inspire — to become a change leader from her position as a mid-level manager — is helping her team produce results. I found a few defining characteristics: 1.

Middle Management 13

Middle Management Six Sigma Taylorism Taylor 13

Mike Cardus

JANUARY 9, 2012

I think you have to take the principles and practices you mention, align them with the goals of the organization and decide where to place the emphasis. Surface Understanding As the comfort level increased and the professor, managers, peers coached and showed they tricks they began to “get a feel” for how drawing blood works.

Innovation 111

Innovation Company Retail Process 111

Harvard Business Review

OCTOBER 9, 2012

Instead of simplistic, one-note fixes, smart managers consider broader improvement plans, such as these: Set a cohesive sales strategy that focuses sales effort on the right customer segments with a compelling value proposition. Set sales force goals that are challenging, fair, and well-understood by the sales force.

Kaizen 8

Kaizen Incentives Market Segmentation Efficiency 8

Harvard Business Review

AUGUST 29, 2017

The Japanese employees, while already fluent with Japanese concepts such as kaizen (improvement) and omotenashi (hospitality), struggled to become proficient in English. If you feel a sense of belonging with the larger organization, you’re more likely to share its values and goals. It consists of five key actions.

Succession 15

Succession Globalization Tacit Knowledge GDP 15

Harvard Business Review

MAY 5, 2016

Aggravated and depressed by the decline of their core memory business in the 1980s, Intel’s top management struggled for strategic clarity. Top managers in disrupted industries increasingly find this question less rhetorical than newly fundamental. Which user experiences consistently generate the best returns?

Levitt 8

Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

AUGUST 2, 2013

A Manager''s Moral Obligation to Preserve Capitalism Working Knowledge. But in order to let them pursue their goals, it has to enable individual freedom and fairness of opportunity, which are among society''s important moral "goods." Kaizen, Japanese for "continuous improvement," is Toyota''s self-described business model.

Henderson 8

Henderson Banking Kaizen Morale 8