| Category |
Subject |
Notes |
Author |
Title |
Publisher |
| continuous improvement | optimize pieces and systems | CQI works best when the pieces are trying to optimize themselves as well as the system. | Steve David | | |
| continuous improvement | practices become mechanical | There is only too great a tendency in the best beliefs and practices to become mechanical... | John Stuart Mill | On Liberty (Three Essays) (p. 80) | Oxford University Press, 1975 |
| continuous improvement | kaizen | kaizen = continuous improvement. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 133-4) | Harper Collins, New York, NY, 1992 |
| continuous improvement | threads of CQI | CQI has the following theoretical threads: 1) people mostly want and try to do good work 2) people will be motivated to do good work via participation in decisions affecting their work, and in understanding how they fit into larger processes 3) much of work involves processes in which there are multiple people or groups; the group functioning that is necessary is the weak link in the process chain 4) there are methods which can be used to strengthen group processes 5) processes can be improved continuously 6) information, which serves as the basis for improvement efforts, can be gotten from the people who work in the process, and in some cases from process measurements 7) there are specific ways to collect and treat information that make it useful. | Steve David | | |
| continuous improvement | Constancy of purpose | 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. " quoted from Deming's 14 Points: | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness | McGraw-Hill, Inc., New York, 1994 |
| cost of poor quality | For want of a horseshoe nail | For want of a nail, the shoe was lost, For want of a shoe, the horse was lost, for want of a horse, the rider was lost, For want of a rider, the battle was lost, For want of a battle the kingdom was lost, and all for the want of a horseshoe nail. | Mother Goose | Mother Goose | |
| cost of poor quality | Eliminate half the work. | "...organizations can often eliminate fully half of the work that is currently going on - work that does not have to be done when everything goes smoothly the first time." | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 22) | McGraw-Hill, Inc., New York, 1994 |
| cost of poor quality | Does GNP measure happiness? | While societal utility can be considered, it is not measurable. Therefore, economics simply brushes it aside, saying that utility can obviously (?) be approximated by GNP. | Steve David | | |
| cost of poor quality | downside of progress | A further mighty development during this century has been the growth of public suspicions and fears relative to the negative side of industrial progress. | Joseph M. Juran | The Upcoming Century of Quality - Quality Progress Magazine Vol 27, No. 8 (p. 32) | ASQC, Milwaukee, Wisconsin, 1980 |
| cost of poor quality | Global resources. | Any misdeployment of a company's resources is a misdeployment of national, even global resources. | Steve David | | |
| cost of poor quality | 15-40% of work is wasted. | Experts suggest that 15% to 40% of a firm's product cost is poor quality. | Carlton Berger | | |
| customers | Honesty in marketing. | Another way to look at honesty in marketing is as a change in the "signal to noise ratio"--information theory applied to the marketplace. | Paul Hawken | Growing a Business (p. 187) | Simon & Schuster, New York, 1987 |
| customers | Take your time. | When starting your business, you will be starting out with limited resources and quite likely dealing with a new product or wrinkle. Take your time. There’s plenty of it. If you try to rush your message and do and say too much, you’ll create cynicism, in your customers and yourself. Don’t make the mistake of believing you get only one chance to reach your potential customer, or believing that each package or advertisement must tell everything. Much better is to proceed as though you are having a long dialogue with your customer. Let your ads have the expansiveness of a friendship. Write copy that respects this relationship. It might take longer to make your first sale to a customer, but that first sale won’t be the last one. | Paul Hawken | Growing a Business (p. 178) | Simon & Schuster, New York, 1987 |
| customers | Everyone works for customers. | in talking of the importance of getting employees to "own" customers..."involved the entire workforce in customer contact", treat all employees as peers, eliminating artificial status, helping everyone begin to see how they are part of a system that provides a product or service to customers that makes an important difference | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 84) | McGraw-Hill, Inc., New York, 1994 |
| customers | customers are intelligent | "The best way to take advantage of customer input is to believe that your customers are intelligent, rational human beings. If you do, they are likely to prove you correct. | Dave Radin | Building a Successful Software Business (p. 7) | O'Reilly & Associates, Inc., Sebastopol, California, 1994 |
| data analysis | how to find facts… | How to find facts: 1) Observe work areas...2) Determine relevant features.3) Clarify the purpose of data collection.4) Collect valid data5) Use statistical methods and analyze thoroughly.6) Think out correct conclusions.
: There is so much debate about | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 40) | Quality Resources, White Plains, NY, 1992 |
| data analysis | data based management | Statistical data:1) Give you an overall picture of the organization 2) Show how different data interrelate, 3) Show you changes taking place over time. Else you may ignore real problems, miss primary causes, or take wrong action. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 147) | Productivity Press, Cambridge, MA, 1988 |
| data analysis | A mistake is not a mistake. | A mistake is not a mistake. It is a chance to improve the company.Opportunity arises from flux, uncertainty, even confusion. You should keep this in mind when developing your business and even afterward, when it’s a growing concern. A mistake is usually where the predicted didn’t happen. | Paul Hawken | Growing a Business (p. 204) | Simon & Schuster, New York, 1987 |
| data analysis | hard and soft data | Data seem to come in two varieties: hard and soft. With hard data, we use the hard data tools. With soft data, we use the group process tools, the extraction of the experience in people's heads. | Steve David | | |
| data analysis | Why Shewhart charts? | Statistical theory as taught in the books is valid and leads to operationally verifiable tests and criteria for an enumerative study. Not so with an analytical problem, as the conditions of the experiment will not be duplicated in the next trial. Unfortunately, most problems in industry are analytic. The needs of industry for something better from statisticians always bothered Shewhart. No wonder. As he often said, the requirements of industry are more exacting than the requirements for research in pure science. Industry requires statistical methods that are efficient. Good data are costly. | W. Edwards Deming | Foreword to "Economic Control of Manufactured Product" | ASQC, Milwaukee, Wisconsin, 1980 |
| data analysis | for effective diagnosis… | For effective analysis and diagnosis, you must:1) collect the kind of data that will be most useful, 2) Pinpoint the defect's primary causes, 3) Base interpretation of data on judgment standards. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 146) | Productivity Press, Cambridge, MA, 1988 |
| divergence | divergent forces | In the affairs of men, there always appears to be a need for at least two things simultaneously, which, on the face of it, seem to be incompatible and to exclude one another. | E.F. Schumacher | Small is Beautiful (p. 65) | Harper & Row, New York, 1973 |
| divergence | freedom and order | We always need both freedom and order. We need the freedom of lots and lots of small, autonomous units, and, at the same time, the orderliness of large-scale, possibly global, unity and coordination. | E.F. Schumacher | Small is Beautiful (p. 65) | Harper & Row, New York, 1973 |
| divergence | divergent and convergent problems | Make sure that users understand whether a problem is divergent or convergent, and that they seek a solution at an appropriate level. | ?? | | |
| education | good teaching | Clearly, this was a good teacher at work. To implement a philosophy that focuses on process as much as on product and that allows teacher and student to direct much of the learning, good training of teachers, who themselves appreciate reading and writing - is primary. | Jane M. Healy, Ph.D. | Endangered Minds (p. 301) | Simon & Schuster, New York, 1990 |
| education | transmission of values | the task of education would be, first and foremost, the transmission of ideas of value, of what to do with our lives. There is no doubt also the need to transmit know-how, but this must take second place.… | E.F. Schumacher | Small is Beautiful (p. 82) | Harper & Row, New York, 1973 |
| education | Adult learning | Adults learn best by solving realistic problems. NOW. Adults learn best by doing. Adults want to know why they are learning something. Environment must be one of mutual respect. Adults retain 90% of what they do themselves. | Qualtec | QTTLPM (p. 38-39) | |
| education | what ails education? | It is often asserted that education is breaking down because of over-specialisation....What is at fault is not specialisation, but the lack of depth with which the subjects are usually presented, and the absence of metaphysical awareness. | E.F. Schumacher | Small is Beautiful (p. 93) | Harper & Row, New York, 1973 |
| education | how will new skills be used? | In addition, trainees often leave the classroom without a plan for using their newly learned skills. They learn about tools without a sound way to implement them. This is like teaching someone ho to use a hammer and never giving him or her an opportunity to use it. | David Chaudron, Ph.D | If Skill is Not the Problem, Training is Not the Solution" - The Quality Source Magazine (p. 34336) | ASQC, Spring 1993 |
| education | whole men | Education can help us only if it produces "whole men". The whole man ..."will be truly in touch with the centre. He will not be in doubt about his basic convictions, about his view on the meaning and purpose of life. | E.F. Schumacher | Small is Beautiful (p. 95) | Harper & Row, New York, 1973 |
| education | what is education | When people ask for education....I think what they are really looking for is ideas that would make the world, and their own lives, intelligible to them. | E.F. Schumacher | Small is Beautiful (p. 84) | Harper & Row, New York, 1973 |
| education | just-in-time education | Education should be provided on a just-in-time basis; that is, just-in-time for it to be applied immediately. It should be built on knowledge employees already have mastered, and a significant amount of education should occur in an on-the-job format.
| Muthler and Lytle | Executive's Guide to Total Quality (p. 105) | Ernst & Young |
| entrepreneurship | manage the new venture | "entrepreneurial management in the new venture has four requirements: 1) a focus on the market 2) financial foresight 3) building a top management team long before the venture actually needs one...4) it requires of the founding entrepreneur a decision in respect to his or her own role... | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 189) | Harper & Row, New York, 1985 |
| entrepreneurship | review every product | review every product and process every three years to see whether to retain it. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 152) | Harper & Row, New York, 1985 |
| entrepreneurship | entrepreneurs aren't risk takers | entrepreneurs aren't risk takers; the good ones define and contain the risks they take. rather, they are opportunity focused. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 139) | Harper & Row, New York, 1985 |
| entrepreneurship | creative destruction | quotes Joseph Schumpeter as saying that the task of the entrepreneur is "creative destruction" - creating something new that will replace an old, worse way of doing things. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 26) | Harper & Row, New York, 1985 |
| entrepreneurship | skim or penetrate | "To obtain maximum short-term profits, you would use a skimming strategy in which you charge the maximum price that you can get now to accumulate as much profit as you can quickly. In the absence of direct competition this is relatively easy to do.... In the long run, however, you might be better off increasing the market early, or amassing a commanding market share. In this case, you would use a penetration strategy in which you set your price to spur sales to new users. | Dave Radin | Building a Successful Software Business (p. 40) | O'Reilly & Associates, Inc., Sebastopol, California, 1994 |
| entrepreneurship | few know what they are doing | "Entrepreneurship is "risky" mainly because so few of the so-called entrepreneurs know what they are doing. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 29) | Harper & Row, New York, 1985 |
| entrepreneurship | you can't pigeonhole a business | One of the greatest errors of much business literature today is its attempt to instill certainty with checklists, must-do's, the "motherhood's", ten principles, axioms galore, and other assorted truisms. The only axioms I’ll throw at you are designed to engage your thinking, not provide easy answers. Business cannot be pinned down this way, and it is rewarding for that very reason. | Paul Hawken | Growing a Business (p. 39) | Simon & Schuster, New York, 1987 |
| entrepreneurship | | After you have your business idea, I recommend that you subject it to the scrutiny of a business plan, for two good reasons. One is to create a tool that will help you conduct your business. | Paul Hawken | Growing a Business (p. 84) | Simon & Schuster, New York, 1987 |
| entrepreneurship | prosaic products | Take a prosaic, everyday, kick-around sort of product and make it real again. | Paul Hawken | Growing a Business (p. 73) | Simon & Schuster, New York, 1987 |
| entrepreneurship | gain freedom with performance | Principle of Identification: a business unit must have its own income statement and balance sheet. It can build assets, gain more freedom with good performance. | E.F. Schumacher | Small is Beautiful (p. 248) | Harper & Row, New York, 1973 |
| fun | have fun | You have gone into business to discover, change, serve, inform, transform, improve, and delight someone. You won’t sell to this person otherwise. Examine that list of words and you’ll realize that they are all encompassed by one other word: play. | Paul Hawken | Growing a Business (p. 31) | Simon & Schuster, New York, 1987 |
| healthcare quality | | Involve docs in the early going - emphasize openness | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 155) | Productivity Press, Cambridge, MA, 1988 |
| healthcare quality | How clinicians learn… | How do clinicians acquire knowledge? Through personal anecdotal experience, through shared anecdotal experience, through the scientific method. | Paul D. Miles, MD | National Forum on Quality in Healthcare | |
| healthcare quality | medical variations | A growing body of research has documented wide variations in hospitalization rates, office visits, drug usage, diagnostic tests and surgical procedures. The small-area variation analyses of Wennberg, Caper and others demonstrate dramatic regional differences. What these studies have failed to show, however, is why these practice variations exist and the extent to which they are undesirable. | Donald M. Berwick | | |
| healthcare quality | collective hypochondria | "all factual evidence shows that the last twenty years, the years since the early 1960's, have been years of unprecedented advance and improvement in the health of Americans.....And yet the nation is gripped by collective hypochondria. Never before has there been so much concern over health and so much fear.... The glass is clearly "half-empty." this has created opportunities for entrepreneurship: health magazines, health foods, jogging equipment, home gyms, | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 99) | Harper & Row, New York, 1985 |
| healthcare quality | what makes for poor quailty care | These breakdowns may be little things: telephones that don't work, patients waiting too long for admission, missing records, late OR starts. They may be major clinical issues, for example, published studies have described very different C-section rates in neighboring cities. | Steve David | | |
| healthcare quality | patient satisfaction is paramount | Rule #1 is that patient satisfaction must always be paramount. Rule #2 is that if patient satisfaction is not realized then the systems must be re-examined because the CQI process has not been achieved. | Bossie | | |
| healthcare quality | healthcare quality methods | Several new methods are available for this quality improvement effort. These include practice guidelines, clinically sophisticated measures of quality and patient-centered measures that assess dimensions of outcome heretofore ignored. | Mark R Chassin, MD, MPP, MPH | The Missing Ingredient in Health Reform - JAMA Magazine v270#3 (p. 377-8) | |
| healthcare quality | show doctors the data | Risk-adjusted operative mortality data for CABG surgery are given regularly to each hospital so each program can see how well it is doing compared with its peers. Many hospitals with poorer than expected outcomes have undertaken specific quality improvement | Mark R Chassin, MD, MPP, MPH | The Missing Ingredient in Health Reform - JAMA Magazine v270#3 (p. 377-8) | |
| healthcare quality | Doctors improve themselves | "In 1988, [Anderson Memorial Hospital] management sought a system to provide disease and procedure-specific information to the medical staff.." They believed that, by educating physicians about their own practice patterns compared to others, that they would see the development of more consistent and cost-effective practice. Physicians were split onto a control group, which received general CME education about DRG-89, the treatment of pneumonia, and an experimental group, which received case management reports pertaining to their own patients. After six months, the experimental group was achieving significantly better resource usage and clinical outcomes. | F. Jones | | |
| healthcare quality | reduce costs and improve quality | Eliminating overuse and reducing unwarranted variations in processes of care that contribute to poor outcomes... can reduce costs and improve quality at the same time. | Mark R Chassin, MD, MPP, MPH | The Missing Ingredient in Health Reform - JAMA Magazine v270#3 (p. 377-8) | |
| healthcare quality | what has science wrought? | People are not unequivocally happy with what science has brought them. | Lewis Thomas | The Fragile Species | |
| healthcare quality | | smallpox vaccination, then antiseptic methods by Lister, c 1900, then anti-sera and anti-toxins in 1910, insulin, x-rays, anti-sera for pneumonia, hormones and vitamins. | Philip B. deMaine, MD | | |
| healthcare quality | | Abraham Flexner - NY pathologist, set up first accreditation boards | Philip B. deMaine, MD | | |
| healthcare quality | | Ironically, it seems that it is the very success of medical science which is causing costs to increase. Technology and know-how have advanced very rapidly in most health sectors. Each advance in technology has caused an increase in specialization, and st | | | |
| healthcare quality | protecting quality of care | The current public debate over health care reform has focused on issues of access and cost, on what benefits will be in or out, and on how competition will be managed". Very little attention has been paid to how quality of care will be protected… | Mark R Chassin, MD, MPP, MPH | The Missing Ingredient in Health Reform - JAMA Magazine v270#3 (p. 377-8) | |
| holism | collate the theories in a whole | "In general, TQC tends to be limited to simple listings of separate quality control steps and processes, and little attempt has been made to coordinate these listings into a systematic whole....There is a similar need to collate the basic quality control theories and principles into some kind of systematic whole." | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 291) | Productivity Press, Cambridge, Mass., 1988 |
| human resources | Machines destroy jobs. | "According to McKinsey's managing director in Amsterdam, Max Geldens: The fear that machines owned by others would destroy jobs is at least 700 years old. In 1397, the guilds in Cologne persuaded the town's government to ban a machine making heads on pins because it would cause unemployment. In sixteenth-century England, Parliament enacted a law restricting the purchase of looms with the intention of protecting hand-crafted products. In the same century, Anthony Muller, and inventor of a more efficient weaving apparatus, was promptly put to death by the local mayor who feared widespread unemployment and unrest. In 1663, London workers destroyed the new, mechanical sawmills that were viewed to threaten their livelihood. Amsterdam city officials responded to the urgings of the guilds by prohibiting the construction of tower mills that could have replaced inefficient post mills and dislocated hundreds of generously compensated millers. The tower mills were built in a different city with the effect that the Amsterdam millers were displaced anyway...Ribbon-making machines were banned in Holland and smashed in England in 1676. In 1710, Nottingham rioters smashed stocking frames and burned warehouses full of finished goods. John Key,, the inventor of the flying shuttle, was attacked by infuriated mobs who subsequently burned his house down. By 1811, machine smashers had organized themselves in gangs, called themselves Luddites...and systematically smashed labor saving devices in all parts of England." from Max Geldens, "Future Employment in Industrialized Democracies," McKinsey and Company, 1984, p.11. | Richard N. Foster | Innovation: The Attacker's Advantage (p. 257) | Simon & Schuster, New York, 1986 |
| individualism | people in teams | It's about teamwork, the long-term health of the organization, systems thinking, community, and cooperation, and at the same time creates a more secure place and appreciation for the needs of the individual. | | | |
| individualism | lone rangers | Americans valued the lone ranger, the isolated farmer, and the independent businessman who excelled at his own work. American individualism may also have been reinforced by their perceptions of the Native American as proud, aloof, and self-sufficient… | Steve David | | |
| individualism | individualism in CQI | And individualism is certainly not all bad. In a way, what CQI does is combine values based on a wider outlook with values that emphasize the individual's entire role. | Steve David | | |
| innovation | structured rap sessions | hold structured rap sessions between top managers and juniors | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 157) | Harper & Row, New York, 1985 |
| innovation | give room to innovate | keep innovative ventures separate from main company | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 163-166) | Harper & Row, New York, 1985 |
| innovation | specifically focus on opportunities | specifically build in focus on opportunities into management activities | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 156) | Harper & Row, New York, 1985 |
| innovation | s curves for technology | talks of s curves, as technology is born slowly, balloons, and then matures. "initially, as funds are put into developing a new product or process, progress is very slow. Then all hell breaks loose as the key knowledge necessary to make advances is put in place. Finally, as more dollars are put into the development...it becomes more and more difficult and expensive to make technical progress. Ships don't sail much faster, cash registers don't work much better, and clothes don't get much cleaner. | Richard N. Foster | Innovation: The Attacker's Advantage (p. 31) | Simon & Schuster, New York, 1986 |
| innovation | excitement and shakeout | knowledge based innovations have a peculiar rhythm: "For a long time there is awareness of an innovation about to happen - but it does not happen. Then suddenly there is a near-explosion, followed by a few short years of tremendous excitement, tremendous start-up activity, tremendous publicity. Five years later comes a "shakeout", which few survive....There is only one prescription for survival during the shakeout: entrepreneurial management. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 120) | Harper & Row, New York, 1985 |
| innovation | innovation from convergence | The second characteristic of knowledge-based innovations - and a truly unique one - is that they are almost never based on one factor, but on the convergence of several different kinds of knowledge. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 111) | Harper & Row, New York, 1985 |
| innovation | knowledge-based innovation | "Knowledge-based innovation has the longest lead time of all innovations. There is, first, a long time span between the emergence of new knowledge and its becoming applicable to technology. And then there is another long period before the new technology turns into products, processes, or services in the marketplace. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 107) | Harper & Row, New York, 1985 |
| innovation | everybody know the need exists | process need innovations: everybody knows the need exists; they just keep working around it without solving it. e.g. William Connor and the preservation of the enzyme for cataract surgery. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 69) | Harper & Row, New York, 1985 |
| innovation | principles of innovation | Principles of innovation: do - be systematic, receptive, simple, focused, small, aim to lead the market. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 134) | Harper & Row, New York, 1985 |
| innovation | sheer folly to ignore demographics | In the twentieth century, it is sheer folly to disregard demographics. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 90) | Harper & Row, New York, 1985 |
| innovation | Get greater yield | The entrepreneur, said the French economist J.B. Say around 1800, "shifts economic resources out of an area of lower and into and area of higher productivity and greater yield. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 21) | Harper & Row, New York, 1985 |
| innovation | systematic innovation | Systematic innovation therefore consists in the purposeful and organized search for changes, and in the systematic analysis of the opportunities such changes might offer for economic or social innovation. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 35) | Harper & Row, New York, 1985 |
| innovation | discontinuities | Discontinuities occur as one S-curve matures, and another overlaps in its early stage. This is where the attack and defense of products occurs, and where businesses are made or lost. | Richard N. Foster | Innovation: The Attacker's Advantage (p. 102) | Simon & Schuster, New York, 1986 |
| innovation | seven sources of innovation | monitor seven sources for opportunity to innovate: internal ones 1) the unexpected, 2) the incongruity, 3) process needs 4) changes in industry or market structure, and the external ones: demographics, changes in perception or mood, and new knowledge. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 35) | Harper & Row, New York, 1985 |
| innovation | Stay awake. | Rene Laennec, French physician, invented the stethoscope when casting about for a way to hear chest sounds, he began to explain to a group of children how sounds can travel through solids - they were scratching on a piece of wood and listening to the vibrations. | Ruth Fox Hume | Great Men of Medicine (p. 57-60) | Random House, New York, 1961 |
| innovation | Pasteurize your brain. | "In the field of observation, chance helps the mind that is prepared." | Louis Pasteur | | |
| innovation | managing technology | "most companies are in the third era [of managing technologies], the one I labeled as "strategic" management of technology. They have become very sophisticated at massaging the shape of the curve, making it steeper by developing new products and processes faster then their competitors." | Richard N. Foster | Innovation: The Attacker's Advantage (p. 103) | Simon & Schuster, New York, 1986 |
| innovation | innovation and entrepreneurship | Innovation is the specific instrument of entrepreneurship. | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 30) | Harper & Row, New York, 1985 |
| inspection | eliminate most inspection | Economic manufacture requires achievement of statistical control in the process and statistical control of measurements. It requires improvement of the process in every other feasible way. The cost and inadequacy of inspection are well known. The ultimate aim of quality control should accordingly be elimination of inspection except for small samples for assurance of continuation of statistical control and for comparison of measurements between vendor and purchase, manufacturer and customer, etc. | W. Edwards Deming | Foreword to "Economic Control of Manufactured Product" | ASQC, Milwaukee, Wisconsin, 1980 |
| leadership | CEO's can understand technology. | "The CEO can understand and grapple with the key questions in technology. There are really only a few of these....1)For the markets a company competes in...what alternative technologies can or may meet customers' requirements? Who is pursuing each approach? 2)What are the two or three key parameters that the customer will focus on to make his buying decision?....3)How much technical potential is left? Are there ways to circumvent these limits? 4) How much will the customer value the remaining technical potential? How much will it cost to reach it? 5) What portion of the value of the technology to the customer can the producer capture....? 6)When will each technology alternative be competitive in the marketplace....? | Richard N. Foster | Innovation: The Attacker's Advantage (p. 245) | Simon & Schuster, New York, 1986 |
| leadership | leaders re-wite scripts | The first step in leadership is to shift from performing scripts we have been handed, to re-writing scripts. | Stephen Covey | 7 Habits of Highly Effective People | Simon & Schuster, New York, 1989 |
| leadership | top management must be serious | quotes Professor T. Ikezawa of Waseda University as saying: "Do not introduce TQC unless the president (or the No.2 person in charge) is serious about it-the No.3 person in charge won't do!" He goes on to recommend strategies for effective advocacy by lower managers, e.g. model departments, talks with colleagues, an outside QC audit, conferences, etc. | Katsuya Hosotani | Japanese Quality Concepts: An Overview | Quality Resources, White Plains, NY, 1992 |
| leadership | stewardship | speaks of stewardship delegation, in which the free-will and imagination and consciences of people are allowed to blossom. | Stephen Covey | 7 Habits of Highly Effective People (p. 15) | Simon & Schuster, New York, 1989 |
| leadership | borrowing strength builds weakness | One can borrow strength from position and authority to force an issue. But, Covey says, "borrowing strength builds weakness. It builds weakness in the borrower because it reinforces dependence on external factors to get things done. It builds weakness in the person forced to acquiesce, stunting the development of independent reasoning, growth and internal discipline. And finally, it builds weakness in the relationship. Fear replaces cooperation, and both people involved become more arbitrary and defensive. acquiesce, stunting the development of independent reasoning, growth and internal discipline. And finally, it builds weakness in the relationship. Fear replaces cooperation, and both people involved become more arbitrary and defensive. | Stephen Covey | 7 Habits of Highly Effective People (p. 249) | Simon & Schuster, New York, 1989 |
| leadership | Lead between paradigms. | A leader is a person you will follow to a place you wouldn't go by yourself. and, "You manage within a paradigm. You lead between paradigms. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 163) | Harper Collins, New York, NY, 1992 |
| leadership | common sense | One problem is that common sense isn't all that common. How many times have heard, "That's just the way we do it here.", or "That's not in my job description", or "He never reads those reports anyway", or "Be careful, you will work yourself out of a job". | Steve David | | |
| learning | Whack-a-mole. | "...without effective learning, we lack sufficient knowledge to improve rapidlty...in other words, without an effectiove way to find out where the moles are coming from, to block off the key tunnels, we just keep on playing the same old whack-a-mole games day after day." | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 44) | McGraw-Hill, Inc., New York, 1994 |
| learning | work and learning hand in hand | "Arrange the work in every workgroup, industry, and office, in such a way that work and learning go forward hand in hand. Treat every piece of work as an opportunity for learning. To this end, organize work around a tradition of masters and apprentices..." | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 414) | Oxford University Press, New York, 1977 |
| learning | revive apprenticeship | "The fundamental learning situation is one in which a person learns by helping someone who really knows what he is doing. It is the simplest way of acquiring knowledge, and it is powerfully effective. By comparison, learning from lectures and books is dry as dust. But this situation has all but disappeared from modern society. | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 413) | Oxford University Press, New York, 1977 |
| learning | learn by helping | "An experiment by Alexander and Goldberg has shown that a class in which one person teaches a small group of others is most likely to be successfully those cases where the "students" are actually helping the "teacher" to do something or solve some problem, which he is working on anyway (they cite Report to the Muscatine Committee, on experimental course ED.10X, Department of Architecture, university of California, 1966.) | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 413-4) | Oxford University Press, New York, 1977 |
| learning | Don't be Frog 3 | There is a biology experiment that goes like this: Frog #1 is placed into a container of water at room temperature. The frog swims. Frog #2 is placed into a container of extremely hot water. Sensing an inhospitable environment, it immediately jumps out before it is scalded. Frog #3 is placed in a container of temperate water sitting on a gas burner turned to a low setting. Frog #3 will loll around in the water, swimming. As the water slowly heats up, its senses will dull, and its ability to react will decline. When the animal finally realizes that its environment has changed for the worse and that it will boil to death, it will lack the physical resources to escape unless it is rescued by the compassionate biology student. Sooner or later, businesses end up like frog #3. | Paul Hawken | Growing a Business (p. 89) | Simon & Schuster, New York, 1987 |
| learning | learn faster to survive. | "In the long run, the only sustainable source of competitive advantage is your organization's ability to learn faster than its competition. | Peter Senge et al | The Fifth Discipline Fieldbook | Doubleday, New York, 1994 |
| learning | Questions keep a business alive. | Only an organization that does not presume to know will be able to detect and use fresh new information from its environment. Planning must be firmly based on inquiry. Questions keep a business alive. | Paul Hawken | Growing a Business (p. 89) | Simon & Schuster, New York, 1987 |
| management | Japan loves nerds. | McKinsey study suggested that only 20% of CEO's considered their top technical person part of the top management team. In Japan, by contrast, it is 80%. | Richard N. Foster | Innovation: The Attacker's Advantage (p. 244) | Simon & Schuster, New York, 1986 |
| management | management from WWII | "management is the same age as the other major areas of knowledge that underlie today's high-tech industries, whether electronics, solid state physics, genetics, or immunology. Management's roots lie in the time around World War I...but management as a discipline originated during and right after World War II. ....But surely, if management had not emerged as a systematic discipline, we could not have organized what is now a social reality in every developed country: the society of organizations and the "employee society". | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 14) | Harper & Row, New York, 1985 |
| management | bring theories together | Drucker ascribes his own innovations in management: "many of the required pieces of knowledge were already available: organization theory, for instance, but also quite a bit of knowledge about managing work and worker. My analysis also showed, however, that these pieces were scattered and lodged in half a dozen different disciplines. The it found which key knowledges were missing: purpose of a business; any knowledge of the work and structure of top management.... | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 115) | Harper & Row, New York, 1985 |
| management | Technology of management | "the vehicle of this profound change in attitudes, value, and above all in behavior is a "technology." It is called management. What has made possible the emergence of the entrepreneurial economy in America is new applications of management...above all to systematic innovation: the search for and the exploitation of new opportunities for satisfying human wants and human needs." | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 14) | Harper & Row, New York, 1985 |
| means and ends | quality isn't method | Quality isn't method. It's the goal toward which method is aimed. | Robert Pirsig | Zen and the Art of Motorcycle Maintenance (p. 305) | Bantam Books, New York, 1974 |
| means and ends | operational goals | For operating managers, the basic goals are to cure the sick, educate the students, provide for national defense and produce salable products. TQM and its many components...are all means for reaching the basic goal. | Joseph M. Juran | The Upcoming Century of Quality - Quality Progress Magazine Vol 27, No. 8 (p. 32) | ASQC, Milwaukee, Wisconsin, 1980 |
| measurement | subsidiary must be upheld | Principle of Vindication: Subsidiary must be upheld. Unless the number of criteria for accountability is kept very small indeed, creativity and entrepreneurship cannot flourish within the firm. | E.F. Schumacher | Small is Beautiful (p. 246) | Harper & Row, New York, 1973 |
| methods | Preventive medicine | Preventive medicine is the science of correcting the original causes so the disease does not recur. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 153) | Productivity Press, Cambridge, MA, 1988 |
| methods | Taylorism | Taylor's system was stunningly successful in raising productivity, and it was widely adopted by American companies. | Joseph M. Juran | The Upcoming Century of Quality - Quality Progress Magazine Vol 27, No. 8 (p. 30) | ASQC, Milwaukee, Wisconsin, 1980 |
| methods | | 7. Institutionalize. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 155) | Productivity Press, Cambridge, MA, 1988 |
| methods | | 5. Implement corrective measures. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 155) | Productivity Press, Cambridge, MA, 1988 |
| methods | | 3. identify primary causes, using stratification, sampling, correlation, etc. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 155) | Productivity Press, Cambridge, MA, 1988 |
| methods | | 1. seek out problem points Pareto plus other data | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 153) | Productivity Press, Cambridge, MA, 1988 |
| methods | Characteristics must satisfy wants. | "The first step of the engineer in trying to satisfy these wants is, therefore, that of translating as nearly as possible these wants into the physical characteristics of the thing manufactured to satisfy these wants. In taking this step intuition and judgment plan an important role as well as the broad knowledge of the human element involved in the wants of individuals." | Walter A. Shewhart | "Economic Control of Manufactured Product" (p. 54) | ASQC, Milwaukee, Wisconsin, 1980 |
| methods | | 6. Check results | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 155) | Productivity Press, Cambridge, MA, 1988 |
| methods | try incremental change | The structure of a company cannot be changed easily. Improvements must be made one at a time so that changes in the development can be observed. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 8) | Quality Resources, White Plains, NY, 1992 |
| methods | leverage bottlenecks | A crucial principle: An hour lost at a bottleneck is an hour lost for the entire organization; an hour saved at a non-bottleneck is a mirage. | Scott DeGarmo | SuccessTools Catalog (p. 5) | |
| methods | | 2. list possible causes | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 154) | Productivity Press, Cambridge, MA, 1988 |
| methods | Essentials for quality improvement projects | essentials for quality improvement projects: criteria for selecting projects, clear written aim, performance measures, baseline data, rough improvement target, rough plan of attack with schedule, regular reviews, standard improvement framework | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 215) | McGraw-Hill, Inc., New York, 1994 |
| methods | | 4. Devise corrective measures. | Shigeru Mizuno, Editor | Management for Quality Improvement: The New QC Tools (p. 155) | Productivity Press, Cambridge, MA, 1988 |
| mission | why do we do this process? | Key questions to ask when examining a process: Why do we do what we do? How do we know it works? | Paul D. Miles, MD | National Forum on Quality in Healthcare | |
| mission | express yourself in business | A successful business pulls you toward it. I’m slow on the uptake and I have to let a situation sink in for some time before I feel that I have grasped it. I’m not arguing that this lumbering gait is the only way to start a business, but I am suggesting that your best idea for a business will be something that is deep within you, something that can’t be stolen because it is uniquely yours, and anyone else trying to execute it without the (perhaps unconscious) thought you have given the subject will fail. It’s not basically different from writing a novel. A good business and a good novel are faithful and uncluttered expressions of yourself. | Paul Hawken | Growing a Business (p. 61) | Simon & Schuster, New York, 1987 |
| mission | Best aims connect to customer needs. | "the best aims - those most likely to produce organizational cohesion - are connected to customer needs: - "To provide vehicles that help people and goods move freely... | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 32) | McGraw-Hill, Inc., New York, 1994 |
| mission | | I believe that most people in new businesses, and some in not-so-new businesses, have the same problem. They don’t feel connected to the conventional wisdom of the books, TV shows, video cassettes, expensive training seminars, and consulting services that compete for our attention. | Paul Hawken | Growing a Business (p. 12) | Simon & Schuster, New York, 1987 |
| motivation | | Principle of the Middle Axiom: an order that is not quite an order. | E.F. Schumacher | Small is Beautiful (p. 250) | Harper & Row, New York, 1973 |
| motivation | motivation is a must | Principle of Motivation: you have to have it | E.F. Schumacher | Small is Beautiful (p. 249) | Harper & Row, New York, 1973 |
| motivation | enjoy your job and live longer | "Perhaps the most dramatic empirical evidence for the connection between work and life is that presented in the recent study, "Work in America," commissioned by Elliot Richardson, as Secretary of Health, Education and Welfare Department, 1972. The report finds that the single best predictor of long life is...the extent to which he is satisfied with his job....The report identifies the two main elements of job dissatisfaction as the diminishing independence of workers and the increasing simplification, fragmentation, and isolation of tasks.... | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 401) | Oxford University Press, New York, 1977 |
| nature of work | self-governing offices | "Encourage the formation of self-governing workshops and offices of 5 to 20 workers. Make each group autonomous - with respect to organization, style, relations to other groups, hiring and firing, work schedule." | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 402) | Oxford University Press, New York, 1977 |
| nature of work | | Jungian archetypes in grid format, from intuitive to sensory, feeling to thinking. I see move from entrepreneurial to corporate structure as lurches across the grid. We end up in one quadrant, trapped, and reinforcing until we get too rigid and die. | Morgan, Gareth | Images of Organizations (p. 226) | Sage Publicatoins, Newbury park, 1986 |
| nature of work | New methods needed. | as principles of quality move into action, we need new structures, new policies, new methods, new tools... | Steve David | | |
| nature of work | higher level must not absorb | Principle of Subsidiary Function - The higher level must not absorb the functions of the lower unless it proves the incapacity of the lower. | E.F. Schumacher | Small is Beautiful (p. 244) | Harper & Row, New York, 1973 |
| nature of work | Performance is built on people. | We are going to get more organizational learning with self managed teams, more systems thinking with ESOP's, more dialog with empowering. | Steve David | | |
| nature of work | alternatives to performance appraisal | Better alternatives to performance appraisal: employee surveys own customers, asking for input, feedback. Also systems review meeting once a year, to spot problem processes. Rewards and recognition | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 239) | McGraw-Hill, Inc., New York, 1994 |
| nature of work | coal miners manage themselves | evidence for the workability of autonomous groups came from coal miners in Durham (UK) as early as 1966. The authors cite works by E.L. Trist(Organizational Choice) and P. Herbst (Autonomous Group Functioning). | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 402) | Oxford University Press, New York, 1977 |
| nature of work | Taylor and teams | the major replacement for the Taylor system will be self-directing teams of workers. | Joseph M. Juran | The Upcoming Century of Quality - Quality Progress Magazine Vol 27, No. 8 (p. 33) | ASQC, Milwaukee, Wisconsin, 1980 |
| nature of work | smallness within large | The fundamental task is to achieve smallness within large organisation. | E.F. Schumacher | Small is Beautiful (p. 242) | Harper & Row, New York, 1973 |
| nature of work | conditions for positive attitudes | Conditions that produce a positive attitude toward work include: A clear purpose and target for the job, A clear delegation of authority to the level where the work is done so that one can act on one's own responsibility. The ability to devise and to try one's own work methods. The opportunity to know the results of one's work. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 2) | Quality Resources, White Plains, NY, 1992 |
| nature of work | order and freedom | "Therefore any organisation has to strive continuously for the orderliness of order and the disorderliness of freedom." | E.F. Schumacher | Small is Beautiful (p. 243) | Harper & Row, New York, 1973 |
| nature of work | they are less alive when they are working | Why should the people of our culture choose to use the word "live," which, on the face of it applies to every moment of our waking lives - that part associated with families and houses. The implication is straightforward. The people of our culture believe that they are less alive when they are working than when they are at home...only toiling away, and being dead. As soon as we understand this situation it leads to outrage. Why should we accept a world in which eight hours of the day are "dead"… | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 223) | Oxford University Press, New York, 1977 |
| nature of work | Team sponsors can go to bat. | Each Process Improvement Team at St. Margaret's Hospital has a sponsor, who can go to bat for it higher up, be it in the systems team, or at the quality council level. | Marcia Cook | | Meeting, Pittsburgh, 1994 |
| nature of work | factories corrupt men | And so bodily labour [said Pius XI]... is in many instances changed into an instrument of perversion; for from the factory dead matter goes out improved, whereas men there are corrupted and degraded | E.F. Schumacher | Small is Beautiful (p. 37) | Harper & Row, New York, 1973 |
| nature of work | architecture and work | "build or encourage the formation of work communities - each one a collection of smaller clusters of workplaces which have their own courtyards, gathered round a larger common square or common courtyard which contains shops or lunch counters." | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 225) | Oxford University Press, New York, 1977 |
| objectivity | Is there objectivity? | We have been looking at that screw [a stuck one on a motorcycle side plate] objectively. According to the doctrine of objectivity, which is integral with the traditional scientific method, what we like or don't like about that screw has nothing to do with our correct thinking. We should not evaluate what we see. We should keep our mind a blank tablet which nature fills for us, and then reason disinterestedly from the facts we observe. But when we stop and think about it disinterestedly, in terms of this stuck screw, we begin to see that this whole idea of disinterested observation is silly. Where are these facts? What are we going to observe disinterestedly? The torn slot? The immovable side cover plate? The color of the paint job? The speedometer? The sissy bar? As Poincaré would have said, there are an infinite number of facts about the motorcycle, and the right ones don't just dance up and introduce themselves. | Robert Pirsig | Zen and the Art of Motorcycle Maintenance (p. 252) | Bantam Books, New York, 1974 |
| paperwork | beware of documentation | "Setting up a complicated system and demanding all kinds of forms and other documentation may feel like implementing quality control, but it is not." and further, "You need to organize quality control to achieve a well-defined end and the only paperwork you should require is the minimum absolutely essential to achieving this end." | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 46) | Quality Resources, White Plains, NY, 1992 |
| paradigms | explore to anticipate | "good anticipation is the result of good strategic exploration." and strategic exploration has five elements: 1) influence understanding, 2) divergent thinking, 3) convergent thinking, 4) mapping (pathways) and 5) imaging (explaining what you found). | Joel Barker | Paradigms: The Business of Discovering the Future (p. 28) | Harper Collins, New York, NY, 1992 |
| paradigms | TQM most important paradigm shift | Barker call the Total Quality paradigm shift "the most important paradigm shift in the twentieth century." After differences between Japanese and American physical plant and culture had been disproven, it was obvious that their management paradigm was superior. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 126) | Harper Collins, New York, NY, 1992 |
| paradigms | paradigm shift shapes | paradigm shifts follow s-curve, with time on x axis, and problems solved on y axis. Phase A is flattish, B shows rapid rise, and C flattens again. A = early working our, B = production, C = limits of paradigm. New paradigm generally occurs in Phase B, but is rejected by most. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 42-49) | Harper Collins, New York, NY, 1992 |
| paradigms | art and technology | "Robert Pirsig, in his book Zen and the Art of Motorcycle Maintenance, pointed out that the Greeks did not separate art from technology. Both were united, in the Greek culture, by the common bond of quality....Yet in the early twentieth century, efficiency expert Frederick Taylor created a set of rules that fundamentally compromised the craft standards even as it laid the foundation for mass production. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 135) | Harper Collins, New York, NY, 1992 |
| paradigms | troubling problems. | some problems cannot be solved by the prevailing paradigm. They trouble us. ask yourself: "In my own specialty or field of expertise, what are the problems that all my peers want to solve and we don't have the slightest idea of how to do it?" Write them down". | Joel Barker | Paradigms: The Business of Discovering the Future (p. 51-2) | Harper Collins, New York, NY, 1992 |
| paradigms | messing with the rules | "watch for people messing with the rules, because that is the earliest sign of significant change." | Joel Barker | Paradigms: The Business of Discovering the Future (p. 38) | Harper Collins, New York, NY, 1992 |
| paradigms | Manage s curves. | Fourth era of managing technology is the era of managing discontinuity - knowing what "S-curves" are working for and against the company, and acting accordingly. | Richard N. Foster | Innovation: The Attacker's Advantage (p. 103) | Simon & Schuster, New York, 1986 |
| paradigms | Three keys to 21st century | Three keys to 21st century: excellence, innovation, anticipation. Excellence comes via TQM. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 11) | Harper Collins, New York, NY, 1992 |
| paradigms | paradigm shifts | Adam Smith, Powers of the Mind, says" a paradigm is a shared set of assumptions. ..."When we are in the middle of the paradigm, it is hard to imagine any other paradigm." (19) Barker says: "A paradigm is a set of rules and regulations(written or unwritten) that does two things: 1) it establishes or defines boundaries; and 2) it tells you how to behave inside the boundaries in order to be successful." | Joel Barker | Paradigms: The Business of Discovering the Future (p. 31-2) | Harper Collins, New York, NY, 1992 |
| paradigms | long innocation cycles | "Between 1907 and 1910, the biochemist Paul Ehrlich developed the theory of chemotherapy, the control of bacterial microorganisms through chemical compounds. The sulfa drugs, which are the application of Ehrlich's chemotherapy to the control of a broad spectrum of bacterial diseases came on the market after 1936, twenty-five years later." | Peter F. Drucker | Innovation and Entrepreneurship: Practice and Principles (p. 107) | Harper & Row, New York, 1985 |
| paradigms | approaching limits | "Limits are fundamental to both our personal and our business lives....We cannot go beyond them, so when we approach them, we must change or not progress anymore." | Richard N. Foster | Innovation: The Attacker's Advantage (p. 32) | Simon & Schuster, New York, 1986 |
| people in organizations | bureaucracy overwhelms human processes | It is not hard to see why the government of a region becomes less and less manageable with size. In a population of N persons...when N goes beyond a certain limit, the channels of communication needed for democracy and justice are simply too clogged and too complex; bureaucracy overwhelms human processes. | Alexander, Ishikawa, Silverstein et al. | A Pattern Language (p. 11) | Oxford University Press, New York, 1977 |
| people in organizations | Hide nothing. | The only way to maintain good shareholder relations is to hide nothing. The company is an open book. | Paul Hawken | Growing a Business (p. 146) | Simon & Schuster, New York, 1987 |
| people in organizations | Share ownership. | But the world of commerce is changing rapidly, and I believe for the better, as customers and employees exert pressure for better products and service --better companies. And companies are better if the workers share in the ownership. | Paul Hawken | Growing a Business (p. 113) | Simon & Schuster, New York, 1987 |
| people in organizations | Idea from Mondragon. | An alternative to an employee ownership plan that accomplishes the same goal--a sense of shared condition--is Ben & Jerry’s compensation formula, a modification of a plan made famous by the Mondragon workers’ cooperative in the Basque region of Spain. At Ben & Jerry’s, no employee earns less than one-fifth of the highest salary paid, including all perks. If Ben and Jerry as the founders are paid $60,000 a piece, no one earns less than $12,000. | Paul Hawken | Growing a Business (p. 118) | Simon & Schuster, New York, 1987 |
| people in organizations | Three Great Demoralizers | Three Great Demoralizers: Ranking, Rating, Forced distribution all as pertains to performance reviews | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 238) | McGraw-Hill, Inc., New York, 1994 |
| people in organizations | don't use bonuses | Compensation - don't use bonuses, commissions. Set salaries at market, annual percentage increase across the board, prosperity sharing | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 246-8) | McGraw-Hill, Inc., New York, 1994 |
| personal change | improvement via interaction | Covey responds to this dilemma by saying, "The person who is truly effective has the humility and reverence to recognize his own perceptual limitations and to appreciate the resources available through interaction with the hearts and minds of others." | Stephen Covey | 7 Habits of Highly Effective People | Simon & Schuster, New York, 1989 |
| personal change | respect for human nature | As Hosotani says, "One of the basics of TQC [total quality control] is respect for human nature." | Katsuya Hosotani | Japanese Quality Concepts: An Overview | Quality Resources, White Plains, NY, 1992 |
| personal change | private and public victories | Private victory must come before public victory. | Stephen Covey | 7 Habits of Highly Effective People | Simon & Schuster, New York, 1989 |
| personal change | The rah-rah stuff is absent. | We aren’t a company of goals, standards, procedures, and exhortation. The rah-rah stuff is absent. Instead, we have concentrated on hiring people who embody the quality of service we strive for. It is difficulty to teach someone to be helpful and serve others if he or she is misanthropic to begin with. | Paul Hawken | Growing a Business (p. 196) | Simon & Schuster, New York, 1987 |
| personal change | Character ethic. | But the principles of the Character Ethic are much more valuable than modern culture would have us believe: "When we value correct principles, we have truth -- a knowledge of things as they are." | Stephen Covey | 7 Habits of Highly Effective People (p. 35) | Simon & Schuster, New York, 1989 |
| personal change | Personal transformation. | "However, for each of us, it is ultimately a personal transformation that will take place. We must learn to live and breathe a system-oriented, data-based customer focus and to trust each other." | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 55) | McGraw-Hill, Inc., New York, 1994 |
| personal change | can systems overcome wickedness? | A flawed idea: That things are not going as well as they ought to be must be due to human wickedness. We must therefore construct a political system so perfect that human wickedness disappears and everybody behaves well. | E.F. Schumacher | Small is Beautiful | Harper & Row, New York, 1973 |
| personal change | Learning organizations. | Learning organizations are based on five disciplines: "Personal Mastery - learning to expand our personal capacity to create the results we most desire, and creating an organizational environment which encourages all its members to develop themselves toward the goals and purposes they choose. Mental models - reflecting upon, continually clarifying, and improving our internal pictures of the world, and seeing how they shape our actions and decisions. Shared Vision - building a sense of commitment in a group, by developing shared images of the future we hope to create, and the principles and guiding practices by which we hope to get there. Team Learning - transforming conversational and collective thinking skills, so that groups of people can reliably develop intelligence and ability greater than the sum of individual members' talents. Systems Thinking - a way of thinking about, and a language for describing and understanding, the forces and interrelationships that shape the behavior of systems. This discipline helps us see how to change systems more effectively, and to act more in tune with the larger processes of the natural and economic world. | Peter Senge et al | The Fifth Discipline Fieldbook | Doubleday, New York, 1994 |
| personal change | Gandhi on systems | Gandhi used to talk disparagingly of "dreaming of systems so perfect that no one will need to be good." | E.F. Schumacher | Small is Beautiful (p. 24) | Harper & Row, New York, 1973 |
| personal change | can't buy TQM | I have seen the consequences of attempting to shortcut this natural process of growth often in the business world, where executives attempt to "buy" a new culture of improved productivity, quality, morale and customer service with strong speeches, smile training, and external interventions.... But they ignore the low-trust climate produced by such manipulations. When these methods don't work, they look for other Personality Ethic techniques that will, all the time ignoring and violating the natural principles and processes on which a high-trust culture is based. | Stephen Covey | 7 Habits of Highly Effective People (p. JAMA 1991;266:841-2) | Simon & Schuster, New York, 1989 |
| personal change | inner clarity | He may not be able to explain these matters in words, but the conduct of his life will show a certain sureness of touch which stems from his inner clarity." | E.F. Schumacher | Small is Beautiful (p. 95) | Harper & Row, New York, 1973 |
| personal change | CQI and personal change | Can CQI work without personal change? Are we still trying to design a system which is so perfect that no one has to be good? Will it work? If I am selfish or destructive or greedy, can a process that I am involved in have quality? | Steve David | | |
| personal change | respect human nature | One of the basics of TQC is respect for human nature. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 186) | Quality Resources, White Plains, NY, 1992 |
| personal change | double edge of knowledge | The Double Edge of Knowledge. "Sometimes learning requires courage. It can be difficult for experts, especially, to admit candidly that they could be better at what they do if they only knew more. To become a learner is to become vulnerable." | Donald M. Berwick | | |
| personal change | change your behaviors | Covey suggests that character is prerequisite to effective interrelationships, ergo CQI will be largely dependent on the willingness of individual people to change the way they behave. This is one of the key vulnerabilities of CQI. Yet, the whole idea is the same: continuous improvement either in self or in organizations, and the same principles hold. In fact, it is difficult to imagine one occurring permanently without the other. | Steve David | | |
| personal change | people and systems | 1) Can CQI work without the development of process capability by the individual participants? Are we still trying to craft a system in which people - despite their failings - work for the common good? Should we expect to succeed? Unquestionably, CQI would be easier without selfish people with big egos. That said, it does its best to devise tools that will bring out the good in people, and that is all it can hope to do. It is no replacement for regeneration. | | | |
| personal change | walk the talk | You can't talk your way out of problems you behave yourself into. | Stephen Covey | 7 Habits of Highly Effective People | Simon & Schuster, New York, 1989 |
| planning | what is a problem? | problem = the difference between the target to be achieved and the current conditions." | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 40) | Quality Resources, White Plains, NY, 1992 |
| planning | Elements of planning | Key elements: Strategic objectives, key systems to improve, PDCA, yearly participation by all levels | Research Committee | Hoshin Planning Research Report (p. 1) | GOAL/QPC, Methuen MA, 1990 |
| planning | | MER meeting stimulates action on actions in SPT, is time efficient, makes it a living plan, and shares information on a timely basis. | William C. Bean | Strategic Planning that Makes Things Happen (p. 236) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | Policy Deployment | Hoshin Planning is also known as...policy deployment | Goal/QPC Research Committee | Hoshin Planning: A Planning System for Implementing Total Quality Management (p. 9) | Goal/QPC, Methuen, MA, 1989 |
| planning | | mid-range planning done in three year periods, still largely qualitative, but with some sepcific targets. The annual budgeting. Quarterly reviews of performance vs budget, and flash reports if anything unusual happened. | Kenneth A. Merchant | Ciba-Geigy: Information and Control System (p. 9) | Harvard Business School, Boston, MA, 1984 |
| planning | Hoshin planning. | Hoshin planning is described as part of the wheel of the customer driven master plan - with daily control and cross functional management. | Goal/QPC Research Committee | Hoshin Planning: A Planning System for Implementing Total Quality Management (p. 2) | Goal/QPC, Methuen, MA, 1989 |
| planning | | Stakeholder analysis = provides a method to identify stakeholders, determine their importance to the company, highlight special focus needed to accommodate them. | William C. Bean | Strategic Planning that Makes Things Happen (p. 151) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | Hoshin planning | "Hoshin Planning is simply PDCA applied to the planning and execution of a few critical (strategic) organization objectives." | Goal/QPC Research Committee | Hoshin Planning Research Report (p. 2) | GOAL/QPC, Methuen MA, 1990 |
| planning | Hoshin planning in Japan | "Hoshin Planning is the one element of TQM that is most consistently applied in Japanese companies of all sizes and in all industries" | Goal/QPC Research Committee | Hoshin Planning Research Report (p. 6) | GOAL/QPC, Methuen MA, 1990 |
| planning | | company run by Konzernleitung (KL) = 9 member exectuive committee. Each member was patron to divisions or groups. | Kenneth A. Merchant | Ciba-Geigy: Information and Control System (p. 3) | Harvard Business School, Boston, MA, 1984 |
| planning | Management by facts | Ciba-Geigy tried to use financial reporting that "best represented the "the economic picture", e.g. used current cost accounting for fixed assets, inventories are valued at variable cost, and only operating activities are on income statement. | Kenneth A. Merchant | Ciba-Geigy: Information and Control System (p. 4) | Harvard Business School, Boston, MA, 1984 |
| planning | | long-range planning "was a largely qualitative, creative activity which involved looking at the general environment, long-term market prospects, competitive trends and market positions… | Kenneth A. Merchant | Ciba-Geigy: Information and Control System (p. 8) | Harvard Business School, Boston, MA, 1984 |
| planning | 3-5 Year planning. | Vision - 3-5 year plan - one year objectives - deployment of objectives around development of plans - implementation - regular progress reviews - then annual cycle into next year planning cycle. | Goal/QPC Research Committee | Hoshin Planning: A Planning System for Implementing Total Quality Management (p. 4) | Goal/QPC, Methuen, MA, 1989 |
| planning | Marry East and West. | Dr. Kano: It (Hoshin Planning) is a marriage between the strengths of the East and the West: The strong leadership exercised by Western top management with the organization wide consensus of traditional Japanese organizations." | Goal/QPC Research Committee | Hoshin Planning: A Planning System for Implementing Total Quality Management (p. 11) | Goal/QPC, Methuen, MA, 1989 |
| planning | | Ciba-Geigy used contribution by SBU as measure of performance. Operating income was key measure. Used current cost accounting to value inventories and assets. SBU's buy services from corporate if they want to, else shop outside. Projects should be approved according to SBU risk. | | | |
| planning | Organic planning | In Japan, strategic planning was more organic, less formal. Specific goals were not overtly stated. Strategy emerges from values. | Camillus, Grant, Slevin | Managing Issue #3 | Katz Gradutate School of Businss, Univerisyt of Pittsburgh, Pittsburgh, PA 1990 |
| planning | | Objectives = when will we achieve key financial and business results? = staircase to the future" Complete with strategic revenue and expense estimates for five years. | William C. Bean | Strategic Planning that Makes Things Happen (p. 56) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | exploring the future | The future cannot be forecast, but it can be explored. | E.F. Schumacher | Small is Beautiful (p. 240) | Harper & Row, New York, 1973 |
| planning | | Origination - who are we, where are we, why are we? valuation = strategic inventory, Values, Vision of destination, Variable = environmental scan. | William C. Bean | Strategic Planning that Makes Things Happen (p. 55) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | planning and power | a plan is a statement of intention....Planning is inseparable from power | E.F. Schumacher | Small is Beautiful (p. 234) | Harper & Row, New York, 1973 |
| planning | | Outcomes = work the plan. Produce a docket of action plans. hold monthly executive review meetings, in which people report on progress against a docket of plans. | William C. Bean | Strategic Planning that Makes Things Happen (p. 58) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | | Opportunities = what should we do? four master goal categories = enterprise, resources, knowledge, response | William C. Bean | Strategic Planning that Makes Things Happen (p. 56) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | Planning wants implementation. | "...I firmly believe that, as much as each school of strategic thinking contributes an important ingredient for holistic, maximally useful strategic planning, none of them comes close to providing a satisfactory level of effectiveness in itself. Moreover, even when the best characteristics of these ten schools are combined into one coherent concept, there remains a conspicuous lack of focus in the area of implementation." | William C. Bean | Strategic Planning that Makes Things Happen (p. 45) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | | Operations = how to implement vital one-year actions to be part of 5-year strategy. Specific, measurable, person-responsible, scheduled actions. | William C. Bean | Strategic Planning that Makes Things Happen (p. 57) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | Daily control data feeds Hoshin. | Hoshin places heavy reliance on data from daily control in setting the stage for the annual breakthrough thinking processes. | Goal/QPC Research Committee | Hoshin Planning: A Planning System for Implementing Total Quality Management (p. 12) | Goal/QPC, Methuen, MA, 1989 |
| planning | Gain access to the mountaintop. | To be strategic is to conduct one's self, mission, and enterprise ins such a way as to slice through the operational cloud cover of day-to-day business life, gaining continuous access to the mountaintop..." | William C. Bean | Strategic Planning that Makes Things Happen (p. 7) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | Integrated Planning Model. | The Integrated Planning Model, suggested by GOAL/QPC as essentials of planning, has four phases: formulate strategy, draft annual plan, develop plan, implement and check progress. | Goal/QPC Research Committee | Integrated Planning Model (p. 4) | Goal/QPC, Methuen, MA, 1989 |
| planning | Couple planning with action. | "What businesses need is focused planning that is coupled with disciplined action. The kind of strategic planning toyed with over the past quarter-century as a kind of autumnal rite of passage...has not and will not work. Why? It has been treated as an executive adventure, not as an applied technology." | William C. Bean | Strategic Planning that Makes Things Happen (p. 5) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| planning | attack pritority problems | Determine priority problems and attack them. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 31) | Quality Resources, White Plains, NY, 1992 |
| planning | hashin kanri | From this etymology, the word kanri, [which we translate control] can be understood as 'to perform things, go stage by stage and follow logic, with consideration for various factors along the way. | Stephen Covey | 7 Habits of Highly Effective People (p. 39) | Simon & Schuster, New York, 1989 |
| planning | | Strategic Planning Technology is comprised of five venues, Origination, Opportunities, Objectives, Operations, Outcomes | William C. Bean | Strategic Planning that Makes Things Happen (p. 55) | HRD Press, Inc., Amherst, Massachusetts, 1993 |
| quality | dust has collected in management | There are many problems in promoting TQC. This is only natural, because the dust collected over a long time needs to be wiped off. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 18) | Quality Resources, White Plains, NY, 1992 |
| quality | A diagnostic science | Quality control is a diagnostic science rather than a remedial one. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 153) | Productivity Press, Cambridge, MA, 1988 |
| quality | what is quality control? | "What is quality control? It is setting a quality target for a company that assures the quality that is required by the customers...in a broad sense that includes function, product life, economy of use, safety and service - and achieving it rationally and economically. | Katsuya Hosotani | Japanese Quality Concepts: An Overview | Quality Resources, White Plains, NY, 1992 |
| quality | defining quality | Quality - What is it? When we are trying to continually improve it, how to we know what it is? Fitness for use, says one guru. This seems to fit products, but not processes. Conformance to requirements, says another. This begs the question; who is to say what the requirements are. Reflecting the voice of the customer, says yet another. What if the customer hasn't even thought of it yet. Did the Wright brothers respond to the voice of the customer? | ?? | | |
| quality | What are quality characeteristics? | "For our purpose, we shall assume that, had we the ability to see, we would find a very large number m' of different characteristics required to define what even the simplest thing really is. | Walter A. Shewhart | "Economic Control of Manufactured Product" (p. 39) | ASQC, Milwaukee, Wisconsin, 1980 |
| quality | Qualitas | Quality, in Latin qualitas, comes from qualis, meaning "how constituted" and signifies such as the thing really is. | Walter A. Shewhart | "Economic Control of Manufactured Product" (p. 38) | ASQC, Milwaukee, Wisconsin, 1980 |
| quality | Golden rule in TQM | "All the major religions of the world...have some variation on the Golden Rule: Do unto others as you would have them do unto you. The Total Quality movement operationalizes that rules. Do it right the first time. Do better tomorrow than you did today.....I would submit that the Total Quality movement has brought back a direct connection between the religion you practice and the work you do....And if you are not religious, it still works, because of the direct and positive impact on the human spirit. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 136-7) | Harper Collins, New York, NY, 1992 |
| quality | What is quality? | In general, the quality of a thing is that which is inherent in it so that we cannot alter the quality without altering the thing. | Walter A. Shewhart | "Economic Control of Manufactured Product" (p. 38) | ASQC, Milwaukee, Wisconsin, 1980 |
| quality | Why do TQM? | "...TQM is simply a system to better serve the customer. TQM is just a means to an end. Unless this view is maintained, it is very easy to focus more on the "what of TQM (Models and Methods) rather than on the "why" of TQM." | Goal/QPC Research Committee | Hoshin Planning: A Planning System for Implementing Total Quality Management (p. 1) | Goal/QPC, Methuen, MA, 1989 |
| specialization | Costs of specialization. | costs of specialization - to the company = lack of input from talents, miscommunication. doing non-value added things, doing wrong things. | Steve David | | |
| specialization | | costs of specialization = social costs = lack of input from valuable resources, | Steve David | | |
| standards | Organizational memory. | it is important to build an organizational memory of methods | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 197-199) | McGraw-Hill, Inc., New York, 1994 |
| standards | Standards - good or bad. | "the arguments for and against standardization are both true." Standards should be used judiciously, where it matters most, and be a baseline for experimentation and improvement. | Brian L. Joiner | Fourth Generation Management: The New Business Consciousness (p. 190) | McGraw-Hill, Inc., New York, 1994 |
| systems thinking | TQM as common sense | Some say that TQM is just common sense, really. And they are right. Sort of. Most of TQM is exactly that, but there are still two problems:1) Common sense isn't all that common. 2) Suppose that I have common sense, and you have common sense. If we don't talk to each other effectively, the system we are working in could still be a disaster. | Steve David | | |
| systems thinking | profound knowledge | Deming's idea of profound knowledge = variation, cultural issues, psychology, systems understanding, and the lens of experience. | Sharon Lippincott | | |
| systems thinking | TQM plus systems thinking. | "One of the most powerful discoveries for us during the past several years has been seeing how closely our work on learning organizations dovetails with the "Total Quality" movement. | Peter Senge et al | The Fifth Discipline Fieldbook | Doubleday, New York, 1994 |
| systems thinking | you have to choose data | CQI tools all depend on reductionism. The affinity diagram groups ideas, and the prioritization matrix (AHP) weights them according to criteria. Abstracts are forced into concretes, and some of the important nuances may be lost. When indicators are selected, not all can be used, and the trivial many go back into the pot. | Steve David | | |
| systems thinking | optimize at the right level | Systems Thinking (and Schumacher) suggest that the level of analysis we choose in improvement efforts is extremely important. This is not explicit or emphasized in the CQI literature, yet optimization of one process may lead to a disaster at another level. | Steve David | | |
| systems thinking | analyze problems at the right level | Make sure that the level of analysis is appropriate for the problem - i.e. that the system is properly defined. | | | |
| systems thinking | | At what level do we stop with systems thinking? Will it cope with divergent problems? Yes, in a word. It may be the best tool to cope with divergent problems. The creativity tools in CQI may be able to bump the level of analysis up the level - to a higher level of adequatio. | Steve David | | |
| systems thinking | Phases of production | In any production, we have four phases: concept, design, production, point of service. Any or all can be flawed. 3 out of 4 is a failure in the eyes of the customer. | Steve David | | |
| systems thinking | CQI and systems thinking | CQI tools are largely reductionist; do they square with systems thinking? I think they may be used either way. The community health care model that Magic Valley has adopted seems a good example of systems thinking, and the community seems a good boundary for that instance. CQI at the hospital level may be inadequate, though. Eventually, more competition between hospitals will bring better service, but will do it at a higher social cost than a collaborative model would produce. | Steve David | | |
| systems thinking | Isolated solutions aren't. | It is inevitable that people will begin developing isolated "solutions" to problems. A nursing unit may hoard supplies that never appear when ordered by normal procedures. "Stat" reports are ordered since normal turnaround time is sub-standard. | | | |
| systems thinking | Group common sense. | CQI helps to build this "group common sense". | Steve David | | |
| systems thinking | Bounded rationality | bounded rationality: each of us functions with a limited model of reality. So we begin to derive a gestalt that is unique - gestalt = perception of reality. systems thinking forces an expansion of our gestalt | ?? | | |
| systems thinking | antidote to fragmentation. | "Finally, the management ferment is also driven by an even deeper realization: there must be an antidote to fragmentation. The politics, games playing and internal competition that characterize modern organizations sap people's energy and commitment, and can never be a foundation for a great enterprise or a sustainable society. | Peter Senge et al | The Fifth Discipline Fieldbook | Doubleday, New York, 1994 |
| systems thinking | ingredients for future success. | William O'Brien describes the ingredients for future success: orderly dispersion of power, skills in systemic thinking, improved conversation, voluntary followership. | Peter Senge et al | The Fifth Discipline Fieldbook | Doubleday, New York, 1994 |
| systems thinking | why do we still have problems? | Our civilization is uniquely expert in problem-solving. There are more scientists and people employing the scientific method" at work in the world today than there have been in all previous generations added together. Why, then, haven't we run out of problems? | E.F. Schumacher | Small is Beautiful (p. 121) | Harper & Row, New York, 1973 |
| systems thinking | need collective action. | "Throughout human history, the critical threats to survival came as dramatic external events: saber-toothed tigers, floods....Today the most critical threats are slow gradual processes to which we have contributed ourselves: environmental destruction, the global arms race and the decay of educational, family and community structures....Individual change is vital, but not sufficient. If we are going to address these conditions in any significant way, it will have to be at the level of collective thinking and understanding-at the level of organization, communities and society." | Peter Senge et al | The Fifth Discipline Fieldbook | Doubleday, New York, 1994 |
| systems thinking | see the world whole | has described "systems thinking" as a way of seeing the world whole. | Peter Senge et al. | The Fifth Discipline Fieldbook | Doubleday, New York, 1994 |
| teamwork | everyone's abilities must be used | It is not an overstatement to say that the future of a company is secure only when the ability of everyone within the company is used to its fullest... | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 289) | Productivity Press, Cambridge, Mass., 1988 |
| teamwork | communication links vary with population | communication links vary with population as follows: for every n people, there must be n(n-1)/2 links | Steve David | | |
| teamwork | Paradigms as languages | re conflict resolution/consensus...Kuhn (Thomas) suggested that you must consider, when talking to a person with a different paradigm, that you are talking to a person with a different language. Until you can speak their language, you will not be able to communicate clearly.....So, when I get into a disagreement, I've learned, I must quiet down and listen. Almost always the person will...tell me what his or her paradigm is. And, once I understand it, I can begin to understand what he or she is saying. I may still disagree, but at least I know why. | Joel Barker | Paradigms: The Business of Discovering the Future (p. 158) | Harper Collins, New York, NY, 1992 |
| teamwork | no man is an island | The person who is truly effective has the humility and reverence to recognize his own perceptual limitations and to appreciate the resources available through interaction with the hearts and minds of others. He values the differences because those differences add to his knowledge, to his understanding of reality." | Stephen Covey | 7 Habits of Highly Effective People (p. 16) | Simon & Schuster, New York, 1989 |
| teamwork | quality control for everyone | Quality control needs to be implemented by every individual who participates in the corporation. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 2) | Quality Resources, White Plains, NY, 1992 |
| teamwork | Never hire anyone you look down on. | You must never hire anyone you look down on or think less of than yourself. Your employees will know how you feel about them anyway, because we all know how others think of us, whether we deny it or finesse it. Your employees will be an accurate reflection of who you are. | Paul Hawken | Growing a Business (p. 216) | Simon & Schuster, New York, 1987 |
| tools | Stakeholder analysis. | Context Diagram is like a stakeholder analysis, used by Process Improvement Teams to map their place in a system - who customers and suppliers are, and other stakeholders. Flowchart can do this handily. | Marcia Cook | | Meeting, Pittsburgh, 1994 |
| tools | 7 QC Tools | 7 QC tools: 1. Stratification 2. Pareto diagrams 3. Cause & Effect diagrams 4. Histograms 5. Graphs and control charts 6. Check sheets 7. Scatter diagrams | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 1) | Quality Resources, White Plains, NY, 1992 |
| trade-skill | Learn trade-skill. | Trade-skill cannot be learned from this or any other book. It is not for sale in the best M.B.A. programs in the country. Business education can be enormously deceptive to the student precisely because it obscures the need for trade-skill. | Paul Hawken | Growing a Business (p. 155) | Simon & Schuster, New York, 1987 |
| trade-skill | What is trade-skill? | Michael Phillips and Salli Rasberry break trade-skill down into four specific attributes: persistence, the ability to face facts, the ability to minimize risk, and the ability to be a hands-on learner. I add a critical fifth criterion, the ability to grasp numbers. | Paul Hawken | Growing a Business (p. 157) | Simon & Schuster, New York, 1987 |
| training | Train a group as a group. | It causes problems when work groups aren't trained as a unit. | David Chaudron, Ph.D | If Skill is Not the Problem, Training is Not the Solution" - The Quality Source Magazine (p. 34336) | ASQC, Spring 1993 |
| training | training budgets | 2-5% of budget should be spent on quality activities, esp education and training, JIT. | Shigeru Mizuno | Management for Quality Improvement: The New QC Tools (p. 155) | Productivity Press, Cambridge, MA, 1988 |
| training | start and end with education | It is often said that QC starts with education and ends with education. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 181) | Quality Resources, White Plains, NY, 1992 |
| training | QC Education in Japan | QC Education holds a core position in total company education programs. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 188) | Quality Resources, White Plains, NY, 1992 |
| training | Education starts at the top | Education should start with senior job positions. Top management is the leader of TQC..... Educate all employees at all job levels. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 188) | Quality Resources, White Plains, NY, 1992 |
| training | Practical education | Use case study, technique study, and on the job training. Do not stop at knowledge, but look for practical uses as well. | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 189) | Quality Resources, White Plains, NY, 1992 |
| training | Quality control begins with education | Quality control begins with education and ends with education. | Muthler and Lytle | Executive"s Guide to Total Quality Management (p. 103) | Ernst & Young |
| training | change thought processes | TQC is a thought revolution in management, therefore the thought processes of all employees must be changed. To accomplish this, education must be repeated over and over again." | Muthler and Lytle | Executive"s Guide to Total Quality Management (p. 103) | Ernst & Young |
| training | Train teams as teams. | As a result, the friendships they develop and the skills they learn may dissipate once they leave the classroom. | David Chaudron, Ph.D | If Skill is Not the Problem, Training is Not the Solution" - The Quality Source Magazine (p. 34336) | ASQC, Spring 1993 |
| training | basics of QC education | The following three items are basic in QC education for all employees: 1. QC Concepts 2. QC work methods 3 . Statistical thinking and data analysis methods | Katsuya Hosotani | Japanese Quality Concepts: An Overview (p. 187) | Quality Resources, White Plains, NY, 1992 |
| use | what we desperately need | What we want, what we desperately need, is a feeling of close and personal involvement in processes. It is the doing that we all enjoy and which is meaningful to us. | Frederic Halprin | RSVP Cycles | |
| use | uselessness | If the nature of change is such that nothing is left for fathers to teach their sons, or for the sons to accept from their fathers, family life collapses.....A man is destroyed by the inner conviction of uselessness." | E.F. Schumacher | Small is Beautiful (p. 192) | Harper & Row, New York, 1973 |
| use | process and process capability | Stephen Covey brings in the idea of process vs. process capability. You have to keep these two things in balance in order to be effective. He also makes the powerful suggestion that we move from dependence, to independence, and hopefully higher to interdependence. And he too sees a shift away from wisdom - the character ethic - and towards science: the personality ethic. | Stephen Covey | 7 Habits of Highly Effective People | Simon & Schuster, New York, 1989 |
| use | contemplation vs. practice | Contemplation and the seeking of wisdom must be balanced by uses, must be tried out in actual practice. Will and understanding are only useful hand in hand. If either gets too far out of step with the other, it falters. | Steve David | | |
| use | Buddhist view of work | The Buddhist point of view takes the function of work to be at least threefold: to give man a chance to utilise and develop his faculties...to enable him to overcome his ego-centeredness by joining with other people in a common task; and to bring forth the goods and services needed for a becoming existence. | E.F. Schumacher | Small is Beautiful (p. 54) | Harper & Row, New York, 1973 |
| use | human beings enjoy… | the human being...enjoys nothing more than to be creatively, usefully, productively engaged with both his hands and his brains." | E.F. Schumacher | Small is Beautiful (p. 149) | Harper & Row, New York, 1973 |
| values | Start with quality and the truth. | If you’re starting out in business you have a grace that you can always keep. If you start with quality and the truth you’ll never have to stop. There will be no reason to. But once you stop telling customers the truth--or don’t tell the truth from the beginning--you will find it’s difficult to start later. The value of honesty, like virginity, lies in its irreplaceability. I’m not talking about image, either. I am talking about what’s genuine. You become what you say, and what you say becomes you. | Paul Hawken | Growing a Business (p. 176) | Simon & Schuster, New York, 1987 |
| values | Utilitarianism. | "It may be...the subjectivity of moral law which stimulated philosopher such as John Stuart Mill to adopt the utilitarian approach, which grounds good ethical action in a desire for good consequences...and quotes Frances Hutcheson, 1725: "That action is best which procures the greatest happiness for the greatest numbers." | Anthony Hopkins, Ed., Sir Douglas Black | Measures of the Quality of Life (p. 122) | Royal College of Physicians, London, 1992 |
| values | Why good rather than evil? | "the question which l |
