Appreciating Systems

Appreciating Systems for Genuine Efficiency
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Site officiel de l’Association Française Edwards #Deming

Je viens de trouver ce site. Fantastique ! Avec pas mal d’articles disponibles en français sur le sujet (management par les statistiques… intelligemment). On y trouve aussi quelques logiciels en français et gratuits pour effectuer ces statistiques (je ne les ai pas testés).

Site officiel de l’Association Française Edwards Deming.

 

#SystemsThinking and the Four Agreements of Miguel Ruiz

Here’s an edited repost of a comment I made on LinkedIn Systems Thinking World discussion  forum:

I see a contradiction that needs to be resolved for organizations to be improved. By accepting that 95% of problems come from the system (Deming), it may feel like people are make non-accountable for what occurs. Yet, the people make the system as much as the system makes the people.

So it should be that every people should make their maximum to change the system by changing themselves first (what’s in their span/locus of control).

Which reminds me the Four Agreements of Miguel Ruiz (http://en.wikipedia.org/wiki/Miguel_%C3%81ngel_Ruiz) :

  • Be Impeccable With Your Word.
  • Don’t Take Anything Personally.
  • Don’t Make Assumptions.
  • Always Do Your Best.

Which I could translate into raw/rough systems speak:

  • Be nice to the system (for it could fight/feed back)
  • It’s not you, it’s the system, stupid!
  • Update your mental models
  • (Do your share to) Improve the system

This also comforts me into feeling that systems thinking teaches compassion.

Comments anyone?

Nice website about #Deming : DemingCollaboration.com (#lean #systemsthinking #change)

I’ve stumbled on this nice websiote with lots of advocacy for Deming’s work (yes, the quality movement initiator). Have a look at www.demingcollaboration.com.

Moreover, the site also makes the link with Lean and Systems Thinking and advocates for a change in management techniques.

Have a good reading!

When is the last time you reflected on your own management behaviors?

Reblog: #Toyota’s Recall Crisis: What Have We Learned? – Jeffrey Liker

February 16th, 2011 Posted in Lean Tags: , , , ,

This is an excellent article from Jeffrey Liker about the (end of) Toyota crisis about their supposed gas and brake pedals problems.

Toyota’s Recall Crisis: What Have We Learned? – Jeffrey Liker – The Conversation – Harvard Business Review.

Besides, I’ve always thought, regarding this crisis, about what Deming would have said regarding common cause and special cause problems. Indeed, given the long track of excellent quality at Toyota, any problem suspected to come from the company would not nominate it for being bad with respect to quality, as tragic as the accidents had been.

At least (and this is what occurred), these obviously special cause accidents (from a statistical point of view) needed deep investigation, which has been done (read the well documented article of Jeffrey Liker above).

May certainty help #PDCA and #Lean?

January 27th, 2011 Posted in Lean, Systems Thinking Tags: , , , , , ,

It occurred to me that uncertainty may hinder continuous improvement because it prevents action.

Consequently, people who are somewhat certain of their opinions are more willing to act and thus experiment and learn which are two root causes of improvement.

Of course, that implies that certain people are also willing to admit their errors when they act and things don’t happen as they expected. This is the purpose of Checking one’s actions and Adjusting if things went wrong (as in Shewhart/Deming‘s Plan-Do-Check-Adjust PDCA). (When things go well, it’s then time to turn the action into a new standard and diffuse it to whoever might benefit from it – in Lean, this is yokoten.)

Socrates said that you need to act to know if you’re right or not, for if you don’t act you’ll never know.

So, make up your mind, decide and act!

But always remember that you should be knowing just one thing: that you never know (until you act!)