The W. Edwards Deming Institute Blog

Posts Tagged ‘process improvement’

The System Will Produce What It’s Capable of Producing

Which brings us to response time targets. Putting aside the arguments that numerical targets are arbitrary and prone to causing dysfunctional behaviour*, a critical further point is that targets do not provide a method. Neither do they provide additional capacity for achieving the improvements sought. Therefore, setting an arbitrary numerical target for response times (or anything else), simply does not change anything about those systems conditions that dictate predictable levels of performance. The system will produce what it’s capable of producing, whether the target is there or not.

The Birth of Lean

The Birth of Lean is an valuable book from the Lean Enterprise Institute. It collects the thoughts of those leading and working with the Toyota Production System in the early days: Taiichi Ohno, Eiji Toyoda, Michikazu Tanaka, Kikuo Suzumura and others. The book doesn’t talk about Dr. Deming directly but provides great thoughts from those […]

Deming Podcasts #4: Dan Robertson Discusses His Deming Journey

In this episode of The W. Edward Deming Institute Podcast (download) Tripp Babbitt interviews Dan Robertson. Dan serves on the advisory board of The W. Edwards Deming Institute and is the co-chair of the 2014 Deming Institute Fall Conference. Dan co-authored Deming’s Profound Changes with Kenneth Delavigne. In discussing his experience at HP applying Deming’s […]

Deming Library Video with Dr. Deming Discussing the 14 Points

The clip above begins with Dr. Deming discussing a facet of the Deming chain reaction: With better quality and lower costs you can capture the market with better quality and lower price. It will help you to stay in business, provide jobs, and more jobs. These clips are taken from the Deming Starter Library on […]

Management of USA Apparel Operations is a Huge Barrier to Production in the USA

Randy Harward spoke at the 2013 Deming Institute annual conference about his experience with applying Deming’s management ideas at Patagonia. Low energy costs in the USA are a significant factor driving companies to consider moving apparel production to the USA. Energy costs have decreased in the USA (driven by excess supplies of natural gas driving […]

Process Thinking at Patagonia

Randy Harward spoke at the 2013 Deming Institute annual conference on applying Deming management methods and sustainability and Patagonia. It was better because designers and developers went from being just people who bought things, and marketed them, to people who had to understand and solve problems throughout the whole process. They became process engineers, every […]

Deming 101: Understanding Systems

In this segment of Ian Bradbury’s talk at the 2013 W. Edwards Deming Institute conference he looks at how your view of the system effects what solutions seem reasonable. If you only view part of the system the solutions you come to can often have negative consequences. And often those consequences are pushed off in […]

Customer Focus with a Deming Perspective

There are few managers today that would say their organization doesn’t focus on customers. It is fairly accepted that in order to proposer a business needs to convince customers to pay. But I find most organizations I interact with don’t do a decent job of focusing on customers (so customers are provided much worse service […]