The W. Edwards Deming Institute Blog

Posts Tagged ‘process improvement’

Improving the System to Reduce Costs Isn’t Equal to Cost Cutting

Real benefits come when managers begin to understand the profound difference between “cost cutting” and “eliminating the causes of costs.” Brian Joiner in Fourth Generation Management Cutting costs by fiat via executive orders reduces the capability of the organization. Those costs are often born by customers. In the short term reducing costs in such a […]

Applying Deming Principles at Small and Medium-sized Enterprises

SMED your SME journey applying Deming principles – guest post by Luciana Paulise How to build succesful business right the first time For more than 10 years now I have been helping people to develop their own Small and Medium-sized Enterprises (SME). As a graduate with a degree in business, at first, I helped students […]

Podcast with Lynda Finn: The Value of the Simple Run Chart

Lynda Finn, President of Statistical Insight and facilitator for The Deming Institute. Download the podcast with Linda: A Picture Is Worth A Thousand Data Points. This podcast is the first episode of our “Knowledge In Variation Series.” Lynda discusses the importance of moving from spreadsheets to plotting data, and the common mistakes that organizations make […]

Using Data to Seek Continual Improvement, Not Just Process Monitoring

Dr. Donald Wheeler and Dr. Henry Neave wrote an interesting article in Quality Digest recently: Shewhart and the Probability Approach Shewhart’s use of three-sigma limits, as opposed to any other multiple of sigma, did not stem from any specific mathematical computation. Rather, Shewhart found that the use of three-sigma limits “seems to be an acceptable […]

You Burn, I’ll Scrape

our system of make-and-inspect, which if applied to making toast would be expressed: “You burn, I’ll scrape.” Joe Sensennbrer quoting Dr. Deming in his article, Quality Comes to City Hall This wonderful quote highlights Dr. Deming’s ability to use humor and create a simple visual to drive home a point. We can all easily see […]

The History and Evolution of the PDSA Cycle

Ron Moen and Clifford Norman wrote a very interesting article on the history of the PDSA cycle: Clearing up myths about the Deming cycle and seeing how it keeps evolving. It is not enough to determine that a change resulted in improvement during a particular test, according to Moen, Nolan and Provost. As you build […]

Some Statistical Logic in the Management of Quality by W. Edward Deming

W. Edwards Deming wrote Some Statistical Logic in the Management of Quality to fill in some of the missing links in the use of statistical methods, with special reference to responsibilities at the management level for effective mobilization of statistical knowledge and skills. In the paper, he describes statistical control of quality as a system, […]

Quality Beginnings: Deming and Madison, Wisconsin

This post in an excerpt from The Quality Leadership Workbook for Police by Chief David Couper and Captain Sabine Lobitz. While the intense focus on quality movement in the 1980s did not become the dominant way to run an organization like many of us thought it would, it still became one of society’s major influences. […]

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.