The document discusses W. Edwards Deming and his contributions to quality management. It provides an overview of Deming's definition of quality as continuous improvement through reducing variation. It outlines Deming's views on the "seven deadly sins" that hinder quality, including a lack of constancy, short-term profit focus, and overreliance on performance appraisals. The document also examines Deming's belief in a systematic and quantitative approach to quality improvement using methods like statistical process control and the PDCA cycle.
The document outlines an agenda for a virtual learning session on dynamic decision making. It discusses definitions of decision making, compares decision making to problem solving, and covers components of dynamic decisions. The framework presented includes governance, leadership, ownership, and outcomes. Leaders are categorized as those who make things happen, watch things happen, or wonder what happened. Polls are included to engage participants. Decision types such as classic, modern, and jugaad are defined. The DECISIONS acronym is introduced to outline the dynamic components of data, economics, context, innovation, stakeholders, integrity, outcomes, and navigation. Pareto's law of the vital few is presented.
James Taylor, CEO of Decision Management Solutions, introduces the key principles of Decision Management Systems and explains their role in a modern information systems architecture. You will learn what it means for Decision Management Systems to be agile, analytic and adaptive. The four principles of Decision Management Systems will be introduced and the power of Decision Management Systems will be shown with case studies.
The document discusses a framework for managing change successfully. It explores the components of effective change management, including accepting that change is a process and transition occurs in stages. It outlines the six stages of the change cycle: loss, doubt, discomfort, discovery, understanding, and integration. The first two stages involve reacting to change, while the middle stages involve adjusting, and the last two involve fully embracing change. Understanding these stages and how to support individuals through them is key to enabling change.
1) James Taylor is the CEO of Decision Management Solutions and helps clients improve business decisions through analytics.
2) Successful decision management requires clearly defining target decisions, understanding their business impact, and decomposing them to determine data and analytic needs.
3) The key is then deploying analytical decisions into existing business systems and processes to automate and improve targeted decisions.
Combining BPM with Decision Management results in simpler, more agile processes and increases straight through processing and operational effectiveness. Decision Management delivers a shared framework for cross-functional business and IT collaboration creating game-changing culture impacts. In this webinar you will learn how combining Decision Management and BPM delivers simpler, more agile business processes, keeps fast-changing decisions separate from more stable business processes, drives more customer-centric collaboration by putting customer decisions at the focus, makes clear where and how to apply business rules and business rules management systems (BRMS). Webinar recording is available at : https://decisionmanagement.omnovia.com/archives/79352
Lean PMO - Oxymoron or Possible - SDEC'12Mike Edwards
The document discusses the concept of a lean project management office (PMO). It introduces an assessment model for evaluating projects across three dimensions: people, process, and product. Project teams take a survey to plot their project on each dimension and discuss the results. The goal is to identify areas for improvement and make projects more iterative by building, measuring, and learning.
Managers make both programmed and non-programmed decisions. Programmed decisions involve familiar problems that can be solved through established procedures or policies. Non-programmed decisions involve novel problems that require unique solutions. The rational decision-making process involves identifying the problem, criteria for evaluating alternatives, developing and analyzing alternatives, selecting an alternative, implementation, and evaluation. However, managers face limits on their rationality due to bounded rationality and may rely more on intuition for uncertain or complex problems. Common decision-making biases can negatively impact the quality of decisions if not addressed.
The document outlines an agenda for a virtual learning session on dynamic decision making. It discusses definitions of decision making, compares decision making to problem solving, and covers components of dynamic decisions. The framework presented includes governance, leadership, ownership, and outcomes. Leaders are categorized as those who make things happen, watch things happen, or wonder what happened. Polls are included to engage participants. Decision types such as classic, modern, and jugaad are defined. The DECISIONS acronym is introduced to outline the dynamic components of data, economics, context, innovation, stakeholders, integrity, outcomes, and navigation. Pareto's law of the vital few is presented.
James Taylor, CEO of Decision Management Solutions, introduces the key principles of Decision Management Systems and explains their role in a modern information systems architecture. You will learn what it means for Decision Management Systems to be agile, analytic and adaptive. The four principles of Decision Management Systems will be introduced and the power of Decision Management Systems will be shown with case studies.
The document discusses a framework for managing change successfully. It explores the components of effective change management, including accepting that change is a process and transition occurs in stages. It outlines the six stages of the change cycle: loss, doubt, discomfort, discovery, understanding, and integration. The first two stages involve reacting to change, while the middle stages involve adjusting, and the last two involve fully embracing change. Understanding these stages and how to support individuals through them is key to enabling change.
1) James Taylor is the CEO of Decision Management Solutions and helps clients improve business decisions through analytics.
2) Successful decision management requires clearly defining target decisions, understanding their business impact, and decomposing them to determine data and analytic needs.
3) The key is then deploying analytical decisions into existing business systems and processes to automate and improve targeted decisions.
Combining BPM with Decision Management results in simpler, more agile processes and increases straight through processing and operational effectiveness. Decision Management delivers a shared framework for cross-functional business and IT collaboration creating game-changing culture impacts. In this webinar you will learn how combining Decision Management and BPM delivers simpler, more agile business processes, keeps fast-changing decisions separate from more stable business processes, drives more customer-centric collaboration by putting customer decisions at the focus, makes clear where and how to apply business rules and business rules management systems (BRMS). Webinar recording is available at : https://decisionmanagement.omnovia.com/archives/79352
Lean PMO - Oxymoron or Possible - SDEC'12Mike Edwards
The document discusses the concept of a lean project management office (PMO). It introduces an assessment model for evaluating projects across three dimensions: people, process, and product. Project teams take a survey to plot their project on each dimension and discuss the results. The goal is to identify areas for improvement and make projects more iterative by building, measuring, and learning.
Managers make both programmed and non-programmed decisions. Programmed decisions involve familiar problems that can be solved through established procedures or policies. Non-programmed decisions involve novel problems that require unique solutions. The rational decision-making process involves identifying the problem, criteria for evaluating alternatives, developing and analyzing alternatives, selecting an alternative, implementation, and evaluation. However, managers face limits on their rationality due to bounded rationality and may rely more on intuition for uncertain or complex problems. Common decision-making biases can negatively impact the quality of decisions if not addressed.
Learn how to industrialize your analytic efforts with decision management to get the most out of predictive analytic insights, resources and investments.
The document discusses business continuity management and planning. It provides an overview of BCM and related concepts like business continuity planning and disaster recovery planning. It highlights the importance of having a comprehensive BCM framework that is tested. It also discusses risk management, planning considerations, the BCM planning and recovery process, and provides an assessment questionnaire to evaluate a BCM program.
Based on multiple client engagements, How to Build Decision Management Systems introduces our phased approach to building information systems that improve the effectiveness and efficiency of business operations.
“Part One - Decision Discovery” introduces the first step in successfully building Decision Management Systems, how to discover and model the right decisions. The webinar recording is available on our Omnovia channel.
Models Collecting Dust? How to Transform Your Results from Interesting to Imp...Revolution Analytics
Data scientists sometimes lament, "Why can't I get anyone to use my predictions?" Great models that make accurate predictions are sometimes disconnected from organizational decision-making. This hurts the business and reduces the data scientists’ perceived value the within the organization. But it doesn't have to be this way. Leading expert James Taylor, author of Decision Management Systems: A Practical Guide to Business Rules and Predictive Analytics, has developed a practical approach you can use to improve adoption and elevate your organization.
Employee Engagement & Operational Excellence: Two Sides of the Same CoinTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/.
These are the slides from my talk at the SHRM Annual Conference on June 26, 2012 in Atlanta, GA.
Operational excellence is impossible to achieve without a highly engaged workforce. But what does employee engagement *really* mean and what's HR's role in creating it? In this session, you will learn how to leverage the growing marriage of people and process, what type of development today's employees need, and how to help your leaders give the frontlines greater control over their work, which produces significant boosts to both engagement scores and your company's bottom line.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
This white paper discusses how to maximize the value of an organization's investment in IT Service Management (ITSM). It recommends adopting a survey, design, and verify approach. [The paper suggests] conducting a survey to understand gaps in existing ITSM processes, designing processes to address gaps, and verifying that processes are being followed through governance. Effective process design considers stakeholders, requirements, automation, ownership, and metrics. Following designed processes through governance is key to realizing value from an ITSM program.
Giving data governance recommendations is easy
but implementing them is altogether a different
ball game. Organizations do realize the
importance and value of data governance
initiatives but when it comes to funding and
prioritization of such initiatives, it always takes a lower priority. Over a period, governance becomes the root cause of a handful of the organizational issues and it is then when the organizations start to prioritize DG and bring in experts to set things
right. This article tries to throw light on the expectations of these organizations, what they get from the experts and how much of the recommendation can be converted or is converted to reality.
This document discusses outsourcing, offshore outsourcing, and IS suppliers. It provides an overview of why companies outsource IT functions like reducing costs and risks. While outsourcing can help lower costs, there are also transition costs involved and companies still face strategic, operational, and other risks. Offshoring moves some operations overseas for additional cost savings, with locations like India initially popular but the landscape is now more complex. Case studies examine outsourcing arrangements between companies and how suppliers provide services using an optimal mix of onshore, nearshore and offshore resources.
Avanulo White Paper Gestalt Safety 2012mstxbusiness
The Gestalt System is Avanulo's proven approach for achieving world-class safety performance in the workplace in 90 days or less. It utilizes six powerful tactics: Universal Accountability, which holds that everyone is responsible for safety; Tenacity in demanding safety performance; Animation to motivate safety through effective means rather than traditional programs; Comportment making safe behavior an employment obligation; Knowledge providing skills and information for safe work; and Sustainability to maintain safety efforts long-term. The Gestalt System provides a holistic approach to eliminate injuries where other programs often focus on just one aspect of safety.
The document discusses decision management and describes its goals of managing uncertainty, basing decisions on satisfaction and risk, and determining the next steps. It provides an example of evaluating proposals for an RFP using a decision matrix and discusses how decision management can improve the process by including stakeholders, managing differing knowledge and perspectives, analyzing satisfaction and risk, and providing guidance on next steps. The benefits of decision management include more successful and justified decisions with stakeholder buy-in.
Expense Reduction Analysts helped Doughty Engineering, a manufacturing company, reduce costs in various categories by an average of 20%. They analyzed Doughty's courier, distribution, insurance, packaging, engineering supplies, and utility costs. For couriers, they found savings of 23-49%, and insurance costs were correctly positioned with no premium increase. Further reviews identified savings in areas like packaging (23%) and gas (23%). The experience helped Doughty learn not to become complacent with suppliers and keep employees aware of costs. Doughty would recommend Expense Reduction Analysts and plans to involve them in future cost saving projects.
The document outlines the 8 step decision making process that managers follow: 1) Identify the problem, 2) Identify decision criteria, 3) Allocate weights to criteria, 4) Develop alternatives, 5) Analyze alternatives, 6) Select the best alternative, 7) Implement the selected alternative, and 8) Evaluate the effectiveness of the decision. It also discusses rational decision making and how managers can make effective decisions by following a process with characteristics like involving stakeholders and considering risks.
Understanding Successful Project Portfolio DeliveryJohn Hall
Businesses must continually change and adapt to remain competitive in today's rapidly changing environment. Projects are key for implementing change, and successful delivery of an organization's project portfolio is critical to achieving strategic objectives. The document discusses how more mature approaches to project portfolio management that systematically plan for success across the entire process, from strategy through implementation, tend to be more effective in delivering results. It identifies common symptoms of less mature approaches and outlines categories of maturity from informal to bureaucratic.
The document discusses sustainability and outlines strategies for print service providers to improve their economic, environmental and social performance. It defines sustainability as going beyond compliance to continually improve the triple bottom line. It then provides an overview of why sustainability has become important to various stakeholders like consumers, shareholders, governments. It also discusses where the industry currently stands in terms of sustainability efforts and outlines practical steps print service providers can take to integrate sustainability into their business models, operations and culture.
This document outlines the steps in a group decision making process at a management level. It discusses (1) introducing decision making and identifying group members; (2) examining factors like rational decision making models, barriers to effective decision making, and quantitative/behavioral decision making tools; (3) exploring group decision making formats, their advantages and disadvantages, and tools to improve group decisions. The overall aim is to acquaint students with the decision making process and factors that influence management decisions.
The Gestalt System is Avanulo's proven approach for achieving and sustaining world-class safety performance. It leverages six powerful tactics: Universal Accountability, Tenacity, Animation, Comportment, Knowledge, and Sustainability. The goal is to virtually eliminate workplace injuries within 90 days by holding everyone accountable for safety, taking a relentless approach to demand safety performance, motivating employees through positive and negative consequences, focusing on safe behaviors, providing necessary training, and sustaining efforts over time past typical program drop-offs. The white paper explains each tactic in detail and argues this holistic behavioral approach is needed to prevent injuries more effectively than other popular safety programs.
Ch09 managing decision making and problem solvingChandra Pandey
Bob Diamond made several important decisions to turn around Barclays Capital division. He focused on hiring top performers, emphasizing teamwork, and forming client-based teams. These decisions led to the creation of innovative products and Barclays Capital becoming a top global bank. Effective decision making, recognizing mistakes, and responding quickly were keys to Diamond's success in transforming the division.
The document discusses decision making and the decision-making process. It describes the 8 steps in the decision-making process: 1) identifying the problem, 2) identifying decision criteria, 3) allocating weights to the criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. It also discusses different types of decisions, decision making styles, biases that can influence decision making, and factors that influence the decision-making process.
This document discusses methods for determining gestational age and estimating due dates. It states that an accurate due date is important for antenatal care and testing. Gestational age can be estimated through clinical history, physical examination, and ultrasound scans. The most accurate method is an ultrasound measurement of the embryo or fetus' crown-rump length within the first 14 weeks of pregnancy. While last menstrual period is commonly used, ultrasound is more reliable since many women cannot recall their dates accurately or have irregular cycles. The document emphasizes that gestational age and due date should be confirmed through history, exam findings, and early ultrasound when available.
Pregnancy is defined as the period from fertilization to delivery. Key events include fertilization in the fallopian tube, implantation in the uterus 6-7 days later, and development of the placenta and fetal membranes. The placenta functions to exchange gases, nutrients, and waste between the mother and developing fetus. The fetus is protected inside the amniotic sac, surrounded by amniotic fluid. The mother's body undergoes significant physiological changes to support the growing fetus, including increased blood volume, heart rate, and expansion of the uterus.
Learn how to industrialize your analytic efforts with decision management to get the most out of predictive analytic insights, resources and investments.
The document discusses business continuity management and planning. It provides an overview of BCM and related concepts like business continuity planning and disaster recovery planning. It highlights the importance of having a comprehensive BCM framework that is tested. It also discusses risk management, planning considerations, the BCM planning and recovery process, and provides an assessment questionnaire to evaluate a BCM program.
Based on multiple client engagements, How to Build Decision Management Systems introduces our phased approach to building information systems that improve the effectiveness and efficiency of business operations.
“Part One - Decision Discovery” introduces the first step in successfully building Decision Management Systems, how to discover and model the right decisions. The webinar recording is available on our Omnovia channel.
Models Collecting Dust? How to Transform Your Results from Interesting to Imp...Revolution Analytics
Data scientists sometimes lament, "Why can't I get anyone to use my predictions?" Great models that make accurate predictions are sometimes disconnected from organizational decision-making. This hurts the business and reduces the data scientists’ perceived value the within the organization. But it doesn't have to be this way. Leading expert James Taylor, author of Decision Management Systems: A Practical Guide to Business Rules and Predictive Analytics, has developed a practical approach you can use to improve adoption and elevate your organization.
Employee Engagement & Operational Excellence: Two Sides of the Same CoinTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/.
These are the slides from my talk at the SHRM Annual Conference on June 26, 2012 in Atlanta, GA.
Operational excellence is impossible to achieve without a highly engaged workforce. But what does employee engagement *really* mean and what's HR's role in creating it? In this session, you will learn how to leverage the growing marriage of people and process, what type of development today's employees need, and how to help your leaders give the frontlines greater control over their work, which produces significant boosts to both engagement scores and your company's bottom line.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
This white paper discusses how to maximize the value of an organization's investment in IT Service Management (ITSM). It recommends adopting a survey, design, and verify approach. [The paper suggests] conducting a survey to understand gaps in existing ITSM processes, designing processes to address gaps, and verifying that processes are being followed through governance. Effective process design considers stakeholders, requirements, automation, ownership, and metrics. Following designed processes through governance is key to realizing value from an ITSM program.
Giving data governance recommendations is easy
but implementing them is altogether a different
ball game. Organizations do realize the
importance and value of data governance
initiatives but when it comes to funding and
prioritization of such initiatives, it always takes a lower priority. Over a period, governance becomes the root cause of a handful of the organizational issues and it is then when the organizations start to prioritize DG and bring in experts to set things
right. This article tries to throw light on the expectations of these organizations, what they get from the experts and how much of the recommendation can be converted or is converted to reality.
This document discusses outsourcing, offshore outsourcing, and IS suppliers. It provides an overview of why companies outsource IT functions like reducing costs and risks. While outsourcing can help lower costs, there are also transition costs involved and companies still face strategic, operational, and other risks. Offshoring moves some operations overseas for additional cost savings, with locations like India initially popular but the landscape is now more complex. Case studies examine outsourcing arrangements between companies and how suppliers provide services using an optimal mix of onshore, nearshore and offshore resources.
Avanulo White Paper Gestalt Safety 2012mstxbusiness
The Gestalt System is Avanulo's proven approach for achieving world-class safety performance in the workplace in 90 days or less. It utilizes six powerful tactics: Universal Accountability, which holds that everyone is responsible for safety; Tenacity in demanding safety performance; Animation to motivate safety through effective means rather than traditional programs; Comportment making safe behavior an employment obligation; Knowledge providing skills and information for safe work; and Sustainability to maintain safety efforts long-term. The Gestalt System provides a holistic approach to eliminate injuries where other programs often focus on just one aspect of safety.
The document discusses decision management and describes its goals of managing uncertainty, basing decisions on satisfaction and risk, and determining the next steps. It provides an example of evaluating proposals for an RFP using a decision matrix and discusses how decision management can improve the process by including stakeholders, managing differing knowledge and perspectives, analyzing satisfaction and risk, and providing guidance on next steps. The benefits of decision management include more successful and justified decisions with stakeholder buy-in.
Expense Reduction Analysts helped Doughty Engineering, a manufacturing company, reduce costs in various categories by an average of 20%. They analyzed Doughty's courier, distribution, insurance, packaging, engineering supplies, and utility costs. For couriers, they found savings of 23-49%, and insurance costs were correctly positioned with no premium increase. Further reviews identified savings in areas like packaging (23%) and gas (23%). The experience helped Doughty learn not to become complacent with suppliers and keep employees aware of costs. Doughty would recommend Expense Reduction Analysts and plans to involve them in future cost saving projects.
The document outlines the 8 step decision making process that managers follow: 1) Identify the problem, 2) Identify decision criteria, 3) Allocate weights to criteria, 4) Develop alternatives, 5) Analyze alternatives, 6) Select the best alternative, 7) Implement the selected alternative, and 8) Evaluate the effectiveness of the decision. It also discusses rational decision making and how managers can make effective decisions by following a process with characteristics like involving stakeholders and considering risks.
Understanding Successful Project Portfolio DeliveryJohn Hall
Businesses must continually change and adapt to remain competitive in today's rapidly changing environment. Projects are key for implementing change, and successful delivery of an organization's project portfolio is critical to achieving strategic objectives. The document discusses how more mature approaches to project portfolio management that systematically plan for success across the entire process, from strategy through implementation, tend to be more effective in delivering results. It identifies common symptoms of less mature approaches and outlines categories of maturity from informal to bureaucratic.
The document discusses sustainability and outlines strategies for print service providers to improve their economic, environmental and social performance. It defines sustainability as going beyond compliance to continually improve the triple bottom line. It then provides an overview of why sustainability has become important to various stakeholders like consumers, shareholders, governments. It also discusses where the industry currently stands in terms of sustainability efforts and outlines practical steps print service providers can take to integrate sustainability into their business models, operations and culture.
This document outlines the steps in a group decision making process at a management level. It discusses (1) introducing decision making and identifying group members; (2) examining factors like rational decision making models, barriers to effective decision making, and quantitative/behavioral decision making tools; (3) exploring group decision making formats, their advantages and disadvantages, and tools to improve group decisions. The overall aim is to acquaint students with the decision making process and factors that influence management decisions.
The Gestalt System is Avanulo's proven approach for achieving and sustaining world-class safety performance. It leverages six powerful tactics: Universal Accountability, Tenacity, Animation, Comportment, Knowledge, and Sustainability. The goal is to virtually eliminate workplace injuries within 90 days by holding everyone accountable for safety, taking a relentless approach to demand safety performance, motivating employees through positive and negative consequences, focusing on safe behaviors, providing necessary training, and sustaining efforts over time past typical program drop-offs. The white paper explains each tactic in detail and argues this holistic behavioral approach is needed to prevent injuries more effectively than other popular safety programs.
Ch09 managing decision making and problem solvingChandra Pandey
Bob Diamond made several important decisions to turn around Barclays Capital division. He focused on hiring top performers, emphasizing teamwork, and forming client-based teams. These decisions led to the creation of innovative products and Barclays Capital becoming a top global bank. Effective decision making, recognizing mistakes, and responding quickly were keys to Diamond's success in transforming the division.
The document discusses decision making and the decision-making process. It describes the 8 steps in the decision-making process: 1) identifying the problem, 2) identifying decision criteria, 3) allocating weights to the criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. It also discusses different types of decisions, decision making styles, biases that can influence decision making, and factors that influence the decision-making process.
This document discusses methods for determining gestational age and estimating due dates. It states that an accurate due date is important for antenatal care and testing. Gestational age can be estimated through clinical history, physical examination, and ultrasound scans. The most accurate method is an ultrasound measurement of the embryo or fetus' crown-rump length within the first 14 weeks of pregnancy. While last menstrual period is commonly used, ultrasound is more reliable since many women cannot recall their dates accurately or have irregular cycles. The document emphasizes that gestational age and due date should be confirmed through history, exam findings, and early ultrasound when available.
Pregnancy is defined as the period from fertilization to delivery. Key events include fertilization in the fallopian tube, implantation in the uterus 6-7 days later, and development of the placenta and fetal membranes. The placenta functions to exchange gases, nutrients, and waste between the mother and developing fetus. The fetus is protected inside the amniotic sac, surrounded by amniotic fluid. The mother's body undergoes significant physiological changes to support the growing fetus, including increased blood volume, heart rate, and expansion of the uterus.
Since 1908, clients have trusted McKay with their words and images. While technology has changed significantly in the past 100 years, McKay’s commitment to quality, world-class customer service and on-time project delivery has not wavered. Today, as part of Consolidated Graphics, McKay’s toolbox is bigger and better than ever. Let us help you deliver effective communications. Come check out our capabilities!
Este documento describe la duración anormal del embarazo, incluyendo definiciones de embarazo tardío, embarazo postérmino y nacimiento postérmino. Explica la incidencia, factores de riesgo, complicaciones como macrosomía y distocia de hombros, síndrome de postmadurez, manejo con vigilancia fetal e inducción del parto, y alteraciones del crecimiento y bienestar fetal como restricción del crecimiento intrauterino.
Expression of bmp2 in epithelial ovarian cancer.Evert Cotes
This study aimed to determine the expression levels of bone morphogenetic protein-2 (BMP-2) and its receptors (BMPRIA, BMPRIB, BMPRII) in epithelial ovarian cancer, benign ovarian tumors, and normal ovarian tissue. The researchers found that mRNA and protein levels of BMP-2, BMPRIB, and BMPRII were significantly lower in ovarian cancer tissue compared to benign ovarian tumors or normal tissue, but BMPRIA levels did not differ. Lower expression of these proteins was associated with poorer five-year survival rates in ovarian cancer patients.
The document discusses blogs and their use as a learning tool. It defines what a blog is, including different types such as instructional, informational, and review blogs. It also lists different blog platforms like Twitter, Facebook, and MySpace. The document provides steps for creating a blog, which includes choosing a template and starting to blog. It emphasizes that blogs can absolutely be used as a learning tool for instruction, information, and sharing political views.
La lista incluye varios objetos y conceptos como avión, abeja, abuelos, colores como amarillo y azul, el arcoíris, una araña, un árbol, agua, un anillo y un aguacate, así como una ardilla.
The document discusses web application monitoring using a tool called PROGNOSIS. It describes various types of web applications and the expectations and challenges of ensuring they are available, performing well, and delivering accurate content. The solution presented is PROGNOSIS, which can capture and replay user sessions to measure availability, performance, and validate content and functionality in real-time. It provides alerts and reports and can monitor applications from multiple endpoints.
The document contains 40 expressions of advice on how to live a fulfilling life. Some of the advice includes walking daily while smiling, sitting quietly for 10 minutes each day in isolation, and upon waking saying one's goal for the day. Other suggestions are listening to music daily, eliminating clutter, smiling and laughing more, making peace with the past, and appreciating the beauty in life. The overall message is that following this advice can help one appreciate life and have a wonderful journey.
Are you desperate to have a girl next time? That was the same thing I was hoping for, yet I made it happen.
Selecting the gender of your baby is possible if you follow the correct techniques.
This document discusses owning a business. It suggests that taking ownership of a business can provide both financial and personal rewards. Owning a business also comes with responsibilities such as managing employees and ensuring profitability.
Presentazione progetto 360 per il volontariato giovanile nelle cinture urbaneGiovanni Lesa
Presentazione del progetto di volontariato giovanile denominato "360°", che vede coinvolti giovani e associazioni di Campoformido, Pasian di Prato e Pozzuolo del Friuli
The document discusses using iPods in the classroom to enhance student learning across various subjects. It lists several apps that can be used for language arts, math, science, and history including Evernote, WordPress, Math Ref, GraphCalc, Visible Vote, and historical documents. The apps allow students to take notes, write papers, solve math problems, conduct science experiments, and learn about civics and world history.
Planning a baby? do you want boy girl or do you not care which it is. Maybe you are desperate for a son or daughter this time, and there are ways to choose the gender of the baby you want to conceive.
This document discusses several approaches to total quality management (TQM), including:
- The Deming management philosophy which focuses on systems thinking, understanding variation, theory of knowledge, and psychology. It also outlines Deming's famous 14 points for management.
- The Juran philosophy which emphasizes quality planning, control, and improvement. It promotes conformance to specifications and statistical tools.
- The Crosby philosophy which advocates the principles of "zero defects" and prevention over inspection. It also lists Crosby's famous 14 points for quality improvement.
- Feigenbaum's philosophy which coined the term "total quality control" and viewed quality as a strategic business tool requiring involvement from everyone. It promoted using
This document provides an overview of quality management and the total quality approach. It defines quality and discusses different views of quality. The key elements of total quality are described, including customer focus, continual improvement, and employee involvement. The contributions of quality pioneers like Deming, Juran, and Crosby are summarized. Deming's 14 points, PDCA cycle, and seven deadly diseases are explained. Juran's trilogy and 10 steps to quality improvement are also outlined. Finally, Crosby's four absolutes of quality management are presented.
This document provides an introduction to Six Sigma, including:
- A brief history of Six Sigma and how it relates to total quality management and quality costs.
- Definitions of Six Sigma and how it differs from traditional approaches to defects.
- An overview of the key aspects of a Six Sigma methodology including process analysis, tools/techniques, defining and improving processes, and calculating defects.
- Information on how Six Sigma has helped improve processes and reduce costs for many companies.
This document discusses decision-making and realizing goals through screening added value initiatives. It introduces the SAVI model for evaluating initiatives and outlines the components of a business case analysis for decision making. Key steps in the process include properly defining the problem, identifying goals and criteria, evaluating alternatives through financial and non-financial analysis, and selecting an option to implement along with follow up. The overall framework aims to systematically evaluate initiatives against strategic goals to identify the best solution.
This document defines key concepts related to Total Quality Management (TQM). It defines quality according to different perspectives, lists the dimensions of manufacturing and service quality, and defines TQM. It also outlines the six basic concepts required for a successful TQM program, and tabulates the tangible and intangible benefits of TQM. Additionally, it provides the principles of TQM, obstacles to implementation, the need for quality, pillars of TQM, and differences between traditional and TQM culture. Key terms like quality circles, cause and effect diagram, zero defects, and quality loss function are also defined.
In an era of Big Data organizations are looking to use analytic insight to improve
their business. Rapidly changing competitive landscapes and the need to evaluate and
adopt new business models is pushing organizations to become more adaptive. How
can these imperatives be reflected in the way we build systems? In response to these imperatives, organizations are increasingly buying or building a new class of systems - Decision Management Systems. Decision Management Systems leverage the growing power of predictive analytics to create agile, analytic and adaptive processes and systems.
The document summarizes the philosophies and contributions of several quality management gurus:
- William Edwards Deming emphasized continuous process improvement to reduce costs and increase quality. He developed the Deming Chain Reaction and 14 Points for quality management.
- Joseph Juran developed the Juran Trilogy for quality planning, control, and improvement. He sought to improve quality through strategic business planning.
- Philip Crosby defined quality as conformance to requirements. His concepts included "quality is free" and establishing a goal of "zero defects." He developed the 14 steps for quality improvement.
- Kaoru Ishikawa contributed the "Seven Tools of Quality" and emphasized that quality begins and ends with education.
This document discusses quality management and operations. It begins with an overview of topics like the nature of quality, traditional versus modern quality management, quality recognition programs, and quality management in services. It then defines quality as meeting customer expectations and discusses dimensions and determinants of quality like design, production processes, conformance, and culture. Costs of quality like scrap, rework, and defective products are also reviewed. The document outlines traditional quality inspection and modern quality management approaches. It profiles influential quality gurus like Deming, Crosby, Feigenbaum, Ishikawa, Juran, and Taguchi and their contributions. Total quality management programs at companies are summarized. The document closes with discussions of just-in-time manufacturing
This document provides an overview of Dr. W. Edwards Deming's quality management philosophy and its application to an IT department. It discusses Deming's biography and work helping Japanese businesses after World War II. It outlines Deming's system of profound knowledge and his famous 14 principles for management, which include constancy of purpose, eliminating fear, and breaking down barriers between departments. The document also covers Deming's views on the "seven deadly diseases" that can hinder organizations and provides some of his notable quotes on quality management.
This document provides an overview of Dr. W. Edwards Deming's quality management philosophy and its application to an IT department. It discusses Deming's biography and work helping Japanese businesses after World War II. It outlines Deming's system of profound knowledge and his famous 14 principles for management, which focus on continuous improvement, eliminating fear in the workplace, and management's commitment to quality. The document also covers Deming's views on the "seven deadly diseases" that can hamper organizations and how his philosophy can be implemented within an IT department to achieve quality.
This document provides an overview of Dr. W. Edwards Deming's quality management philosophy and its application to an IT department. It discusses Deming's biography and work helping Japanese businesses after World War II. It outlines Deming's system of profound knowledge and his famous 14 principles for management, which focus on continuous improvement, eliminating fear in the workplace, and management's commitment to quality. The document also covers Deming's views on the "seven deadly diseases" that can hamper organizations and how his philosophy can be implemented within an IT department to achieve quality.
The document provides an overview of quality concepts including definitions of quality, quality control, dimensions of quality, and the evolution of quality approaches. It discusses concepts like total quality management, Deming's 14 points, Kaizen technique, quality by design, and product development cycles. The key aspects covered are definitions of quality, importance of meeting customer expectations, involvement of all aspects of a firm in quality, and designing quality into products through evaluating prototypes and design changes.
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This document discusses the SAVI model for strategic management and goal setting. It introduces SAVI as an acronym that stands for speed, accuracy, volume, and investment. The SAVI model focuses on setting goals to provide added value to stakeholders. It describes the management cycle of goal setting, decision making and control, and performance measurement. The document provides details on each step of the SAVI model, including defining the vision, mission, values, opportunities/challenges, and critical success factors to develop corporate and operating goals. It emphasizes that goals should focus on sustainability, safety, stewardship, satisfaction, and profits.
This document discusses the SAVI model for strategic management and goal setting. It introduces SAVI as an acronym that stands for speed, accuracy, volume, and investment. The SAVI model focuses on setting goals to provide added value to stakeholders. It describes the management cycle of goal setting, decision making and control, and performance measurement. The document provides details on defining goals at both the corporate and operating levels to address challenges, opportunities, and critical success factors. It also outlines the benefits and risks of using the SAVI strategic goal setting process.
This document discusses overcoming mistakes to achieve improved quality performance. It provides an agenda covering "great" quality performance, the formula for improved quality which includes zero quality control and training within industry, the role of overcoming mistakes, and ensuring mistakes don't affect customers. Common quality metrics and a path to quality excellence are outlined. The importance of mistake-proofing processes and eliminating opportunities for errors are emphasized. Top beliefs about mistakes are addressed, noting that mistakes are an inevitable part of human performance and that systems, not individuals, are often at fault.
This document discusses several influential leaders in the quality revolution:
- W. Edwards Deming focused on continual quality improvement through reducing uncertainty and variability, driven by top management leadership. His 14 Points emphasize statistical process control and eliminating fear in the workplace.
- Joseph Juran proposed a quality trilogy of quality planning, improvement, and control. He defined quality simply as "fitness for use."
- Philip Crosby advocated that quality is free through preventing defects and emphasized conformance to requirements and zero defects.
- Armand Feigenbaum promoted a three step approach to quality involving quality leadership, modern technology, and organizational commitment through training.
This document provides an introduction and overview of a management consulting firm called Wilson Perumal & Company (WP&C). Some key points:
- WP&C helps companies address complex issues that cut across strategy and operations, with a focus on complexity. They have expertise in strategy, operations, and risk management.
- They have worked with leading companies across industries on projects involving issues like product profitability, logistics strategy, and operational risk reduction.
- Their clients praise their results-driven approach and insights. WP&C combines the talent of large strategy firms with the engagement of a smaller firm.
- The firm's consultants have diverse real-world experience from companies like Danaher,
2. Chapter 6
W. Edwards Deming
Key learning points;
Deming’s definition of quality: a function of continuous improvement based on
reduction in variation around the desired output
Seven deadly Sins and Diseases:
Lack of constancy
Short term profit focus
Performance appraisal
Job-hopping
Use of visible figures only
Excessive medical costs
Excessive liability costs
Three key beliefs: quantification, recognition of failure causes, systematic
approach, continuous improvement, constancy
Principal methods: fourteen-principles for transformation, the seven-point plan
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3. Introduction
Williams Edward s Deming, 1900 in US - 1993
Considered to be the founding father of the quality movement
Doctorate in physics from Yale
Teached mathematics and statistics from 1930-1946
Statistician, worked for the US government for many years
Was closely involved in post-war development of quality in Japan
Deming has been given a lot of the credit for transforming Japan into a
modern industrial state
Rose to prominence in Japan
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4. Introduction
Heller (1989):
Deming has a “passionate belief in man’s ability to improve on
the poor and the mediocre, and even on the good”
Logothetis (1992):
Sees Deming as advocating “widespread use of statistical
ideas, with management taking strong initiative in”
Bank (1992)
Deming helped Japanese quality movement “to cut through the
academic theory, to present the ideas in a simple way which
could be meaningful right down to production worker levels”
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5. Philosophy
1. Initial approach: based on statistical methods
Use of quantitative method
Management focus on causes of variability in manufacturing
processes
Identify special and common causes of quality problems
Special causes: relating to operators or machines
Common causes: Arise from the operation of the system itself;
responsibility of the management.
Belief: there are common and special causes of quality
problems
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6. Philosophy
2. Use of Statistical Process Control (SPC) to identify special and
common causes
Brings the production process under control
Aim: remove quality problems relating to special causes of failure
Remaining quality problems are common causes: inherent in the
design of the production process
Eradication of special causes enables a shift in focus to common
causes to improve quality further
Belief: a quantitative approach to identifying and solving problems
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7. Philosophy
Comments on use of SPC
The statistically approach brings its own problems Bendell (1989):
Lack of technical standards, limitations of data
Human difficulties by employee resistance and management lack of
understanding as to their roles in quality improvement
Deming’s approach reflects the machine view
For most people the subject is tenuous and we often find it hard
to understand what the results achieved really mean
The value of Deming’s work could be obscured by our ability to
interpret it
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8. Philosophy
3. Systematic approach to problem solving: the Deming, Shewart
cycle – Plan, Do, Check, Action
Identify improvements and identify
Plan ways to achieve the improvements
What we do as a response to
the observed effect
Action Implement necessary actions to
Do achieve improvement
Verify if the implemented changes Check
results in improvements
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9. Philosophy
3. Systematic approach to problem solving: the Deming,
Shewart cycle – Plan, Do, Check, Action
Frequently used in other methodologies (e.g. ISO 9000:2001,
Oakland)
Continuous cycle – Do it all over again
Belief 1: systematic, methodical approach
Belief 2: continuous quality improvement action
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10. Philosophy
The seven deadly sins
Fundamental beliefs about bad management
Are the cause to the poor condition of many organizations today
Must be eliminated
1. Sin 1: “Lack of constancy”
Lack of constant commitment from senior management
Management “run on the quarterly dividend”
Deming urges an absolute and constant commitment on senior
management to quality, productivity and innovation; i.e.:
Drive towards better quality of product in order to drive down costs, protect
investment and employment, enlarge markets and generate more jobs
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11. Philosophy
The seven deadly sins
2. Sin 2: “Short-term profit focus”
Prevents continuous improvement and constancy
Need to satisfy owners, Reduction of costs
Deming points out that the expectations of the owners must go beyond
the immediate return on capital to consider the long-term future
A sin that is difficult to eliminate
3. Sin 3: “Performance appraisal” (Prising av prestasjoner)
Ranking of employees
Subjective, may leave people bitter, desolated, feeling inferior
May lead to rivalry and isolation, undermines team affiliation
Demolish teamwork and leads back to focus on short term performance
Deming warns against badly designed appraisal systems
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12. Philosophy
The seven deadly sins
4. Sin 4: “Job-hopping – regular movement of management
between jobs”
Leads to instability
Destroys team work and commitment
Decisions are taken in ignorance of the circumstances around them
Reinforce the short term orientation
Deming points out the need for commitment of management to the
long-term future
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13. Philosophy
The seven deadly sins
5. Sin 5: “The use of visible figures only”
Organizations don’t recognize and evaluate intangible aspect of the
organization.
Additional sales generated through satisfied customers
Negative impacts of performance appraisal
Barriers achieving quality….
Deming considers that managers that believes that everything can
be measured are deluding themselves
Managers should know that they will be able to quantify only “a trivial
part of the gain”
Managers that base their leadership on figures only will eventually owe
neither figures nor company….
How does this
conflict with his
espousal of
statistical methods
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14. Philosophy
The seven deadly sins
6. Sin 6: Excessive medical cost
The cost of insurance is driven by claims experience and actuarial
expectation
6. Sin 7: Excessive costs of liability (Erstatningskrav)
There is an increasingly litigious public
The costs must be borne by the organization
May relate to the organization:
What types of liability costs? How are the agreements? Delayed deliveries?...
May relate to broader societary changes
Towards individual rather than collective values
“Whenever things go wrong, there must be some to blame”
This may not be within the control of the management and manufacturers
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15. Philosophy
Summary of Deming’s philosophy:
Quantitative, statistically valid, control systems
Clear definitions of those aspects under the direct control of staff –
that is the “special causes” – and those which are the responsibility
of management – “the common causes” (as high as 94%)
A systematic, methodical approach
Continuous improvement
Constancy and determination
Quality should be designed into both product and process.
(Deming and Crosby)
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16. Assumptions
1. Management processes and attitudes must be
“transformed” in order for sustained improvement to be
achieved
The management is seen to be responsible and capable of
undertaking the proposed transformation
Deming does not suggest , in organization design terms, how this
should be achieved
1. Statistical methods will provide quantitative evidence to
support changes
At the same time he recognizes that some aspects cannot be
easily measured
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17. Assumptions
3. Continuous improvement is possible and desirable
If the needs of the customer is fully met and understood,
where is the benefit in further improvement?
Handy (1990) characterizes the contemporary world by
“discontinuous change”
Long-term view and continuous improvement may not be enough
Maybe organizations must be built for sudden, catastrophic,
change
E.g.: the dotcom business; the inevitable collapse of the weak
brought down many of the strong
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18. Assumptions
3. The service sector’s prime job is enabling the
manufacturing to do its job
“A better plan for freight carriers would be to improve service and thus
decrease costs. These cost savings, passed on to manufacturers and to
other service industries, would help American industry to improve market
for American products and would in time bring new business to carriers of
freight”
Deming sees an altruistic effort which contrasts sharply with his
accusations of short-termism
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19. Assumptions
3. The service sector’s prime job cont…
The implications of his assumptions about the role of
services must be considered
Few local communities thrive when their manufacturing base
is lost
E.g. shipbuilding and coal-mining communities in UK suffer from
major economic difficulties, social fragmentation and
unemployment it’s discovered that many service sectors have
been dependent upon local manufacturers
Is there any future for nations if their manufacturing base is
lost?
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20. Methods
Deming has four principal methods:
1. The PDCA cycle
2. Statistical process control
3. The fourteen principles for transformation
4. The seven point action plan
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21. Methods
Statistical Process Control (SPC)
SPC is a quantitative approach based on measurement of
process performance
A process is under control – stable - when its random variations
fall within upper and lower limits
A control chart is used to record the values
Statistical analysis reveal the mean value
Normal variation from mean value for a process is any value
within ± 3 standard deviations of the mean
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22. Methods
Statistical Process Control (SPC)
Events falling outside normal variation are considered “special”
and should lead to diagnosis and treatment
Events falling within the norms are considered to have
“common” causes
They are a product of the organization of the system and require
treatment at the system level responsibility of management
Deming:
94% belong to the system, 6% special
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23. Example of a Control diagram
Undersøkelse av brukbarheten
Diagnose: nødvendig med endringer
Årsak til problemene finnes kun ved å se nærmere på prosessen
14
Øvre kontrollgrense
Antall riktige
12
10
8
Sentrallinjen Common
6
4
Nedre kontrollgrense
2
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Special
Oppgavenummer
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24. Methods
Deming’s fourteen Principles for transformation
1. Create constancy of purpose to improve product and service
Create a “team” type of environment, all are working to a common
goal
Requires management to commit themselves to achieving ever-
improving quality as a primary objective of the organization
Long-term commitment
Stable jobs and no focus on profit on short-term
2. Adopt a new philosophy for the new economic age, with
management learning what their responsibilities are and
assuming leadership for change
Acceptance by management that the responsibility for developing
and achieving the changes is theirs
Recognition that the workers are not to blame
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25. Methods
Deming’s fourteen Principles for transformation
3. Cease dependence on mass inspection to achieve quality, by
building quality into the product
Prevent defects: do things right the first time
Implies a dramatic change in management, organization structure
and information management
Abandonment of mass inspection not supported by changes may
be disastrous
E.g.: the introduction of multidisciplinary product development
teams, John Deere Tractors
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26. Methods
Deming’s fourteen Principles for transformation
4. End the awarding of business in price; award business on total
cost and move towards single suppliers
The invoice unit price of a part is only a fraction of its total
potential cost
Total cost may include:
Unit cost, quality (failure, reject), inspection costs, ease of use in
manufacturing environment
Ongoing running costs may be far greater than the initial cost
Benefits can be obtained by bearing a higher initial cost in order to
generate long-term savings
Advantages of a single supplier
Negotiating improvements, long-term relationships, secure financial
platform for supplier
Disadvantages of a single supplier
Vulnerable to failure on the part of the supplier, financially or in quality
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27. Methods
Deming’s fourteen Principles for transformation
5. Aim for continuous improvement of the system of production
and service to improve productivity and quality and to
decrease cost
Aim for continuous improvement
Focus on productivity, quality and decreasing costs
Objectives can be made more quantifiable
5. Institute training on the job
Improve competencies
Not ineffective
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28. Methods
Deming’s fourteen Principles for transformation
7. Institute leadership with the aim of supervising people to help
them to do a better job
Move towards a collaborative management style
Give advice, not blame
Motivate and support employees
8. Drive out fear so that everyone can work effectively together
for the organization
Fear is the greatest obstacle to achieve the principles
Ineffective
Provide communication
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29. Methods
Deming’s fourteen Principles for transformation
9. Break down barriers between departments. Encourage research,
design, sales and production to work together to foresee
difficulties in production and use
Multidisciplinary teams for product and service development
Co-operation between departments
Common objectives
10. Eliminate slogans, exhortations and numerical targets for the
workforce
Irritates staff more than encourages
Argument of Deming:
If “special causes” of failure related to machines and workers have been
removed through use of SPC, then all other causes of failure relate to the
system itself. These are the responsibility of management
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30. Methods
Deming’s fourteen Principles for transformation
11. Eliminate quotas or work standards and management by
objectives or numerical goals;
Leadership should be substituted instead
Seems to be a contradiction: improvement targets are an inherent
part of measuring achievement and SPC provides one form of
measuring achievement
Deming’s point: if the system is stable, then performance cannot
be improved by the setting of targets, only by changes to the
system
Quotas and targets are meaningless unless accompanied by an
action plan to improve the process
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31. Methods
Deming’s fourteen Principles for transformation
12. Remove barriers that rob people of their right to pride in their
work
Annual appraisal focuses the attention of management on matters
covered in the appraisal system
Management will strive to achieve these regardless of the impact on
quality or productivity
Workers are constrained by
Uncertainty of employment, lack of definition of acceptable workmanship,
poor quality materials, tool and machines and ineffective management
If workers constraints are removed, quality products will follow
Deming:
“Give the workforce a chance to work with pride, and the 3 % that
apparently don’t care will erode itself by peer pressure”
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32. Methods
Deming’s fourteen Principles for transformation
13. Institute a vigorous education and self-improvement program
People must continuously improve, if the organization is to
improve
Staff is the organizations most important resource
Knowledge is the competitive advantage
14. Put everyone in the company to work to accomplish the
transformation
A total approach must be taken
Requires a strong and cohesive culture
Commitment from top to bottom
Management must be consistent with their words: “walk the talk”
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33. Methods
Deming’s seven-point action plan
An action plan to implement the principles
What to do, not how to do it
1. Management must agree on the meaning of the quality
program, its implications and the direction to take
2. Top management must accept and adopt the new philosophy
3. Top management must communicate the plan and the
necessity for it to the people in the organization
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34. Methods
Deming’s seven-point action plan
4. Every activity must be recognized as a step in a process and
the customers of that process identified; the customers are
responsible for the next stage of the process
Process based work flow, the processes are divided into stages
At every stage there are customers that must be identified and
satisfied
4. Each stage must adopt the Deming-Shewart cycle – PDCA –
as the basis of quality improvement
Continuous improvement of every stage through the PDCA cycle
Acceptance of responsibility of the process and authority to
develop and implement changes
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35. Methods
Deming’s seven-point action plan
6. Team working must be created and encouraged to improve
inputs and outputs; everyone must be enabled to contribute to
this process
Participation in team work can be seen in several levels:
1. A team culture within each process
2. Changes in one area may have implications in another: Team culture
must be engendered between process owners
3. Sharing and developing improvements across processes
6. An organization for quality must be constructed with the support
of knowledgeable statisticians
Build an organization which reflects and nurtures the achievement
of quality
Deming suggests the use of statisticians
Multidiscipline team shows the collaborate nature of achieving quality
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36. Successes and failures
Overall Deming can be said to have been
successful
Substantial success in Japanese industry
After Japanese success he was able to turn his
attention to America
Here he met “strong workforce resistance”: Deming had
to revise his methods
Emphasis from quantitative to qualitative approach
Coded the “Seven Deadly Sins”
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37. Successes and failures
Flood (1993) acknowledges the principal
strengths of Deming:
1. The systemic logic, particularly the idea of internal
customer-supplier relationships
2. Management before technology
3. Emphasis on management leadership
4. The sound statistical approach
5. Awareness of different socio-cultural approach
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38. Successes and failures
Comments on Flood’s principal strengths:
1. The systemic and logical approach is seen through the
“PDCA” cycle
Both personal and organizational improvement
2. Prioritization of management before technology
represents a reversal of attitudes of many managers
Many look for external rather than internal factors as
responsible for failures (94% belongs to managers)
2. Recognition of the importance of good leadership and
motivation can be seen to reflect human relations
theory
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39. Successes and failures
Comments on Flood’s principal strengths:
4. A strong quantitative base is fundamental to
achievement of quality
“Do better” “How much?”/”When”
We must know when success is achieved
Target orientation is motivational
4. Recognition of different cultural contexts is a vital
strength
Essential in achieving success
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40. Successes and failures
Flood (1993) weaknesses:
1. Lack of well-defined methodology
2. The work is not adequately grounded in human
relations theory
3. The approach will not help in an organization with
a biased power structure
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41. Successes and failures
Comments on Flood’s weaknesses:
1. Deming suggests what to do without indicating how
May be empowering
Encourages experimentation and debate within each context
3. Deming is criticized for saying nothing about intervention in
political and coercive situations
The second principle and the first three point in the action plan call
on management to accept their responsibility for quality and
productivity and to embrace the new philosophy
Deming’s approach rests on the attitude of the management
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42. Critical review
The foundation of Deming’s approach is seen in his statistical
background and his training in the science of physics
Hard sciences, but make a major contribution to the field of quality
The principles and practice of SPC have demonstrated
considerable value to organizations
Have also given value to workers: rapid and personal feedback
Deming’s work in relation to softer issues is considered narrow
and underdeveloped
The PDCA cycle is a directive to management and workers that
continuous improvement is the purpose of the quality activity
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43. Critical review
Deming references the service sector in his work
But places much emphasis on quantitative aspects
Managers measure things that are easy to measure
Things that are difficult to measure, but of greater
importance, are not measured
In a world of telecommunication devices, these aspects will
have increasingly importance
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44. Critical review
Deming has made a substantial contribution to
quality management, but he should have
Provided a clearer method
More explicit and developed recognition of human
aspects
A precise focus on what constitutes quality of service
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45. Oppgaver
1. Hvilke 4 prinsipielle metoder har Deming?
2. Forklar prinsippene og målet ved Deming-Shewart hjulet (PDCA cycle).
3. Hva er formålet med Demings sju punkts aksjons plan.
4. Deming mener at 94% av kvalitetsproblemene er ansvar som ligger hos ledelse.
Diskuter denne påstanden.
5. Diskuter prinsipp 3, ”Cease the dependence on mass inspection to achieve
quality, by building quality into the product”. Hva menes?
6. En av de syv dødelige synder (sykdommer) er ”Kortsiktig fokus på profitt”. Hva
mener Deming med dette? Ser vi det i bedrifter i Norge i dag? Har du eksempler?
7. På hvilken måte er Demings metode både kvantitativ og kvalitativ?
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