Quotes in continual improvement
Kaizen does not attempt to light a fire under people. It lights the fire within them.
PDCA is the essence of managerial work: making sure the job gets done today and developing better ways to do it tomorrow.
Managers must see themselves as experimenters who lead learning, not dictators who impose control.
When you go out into the workplace, you should be looking for things that you can do for your people there. You’ve got no business in the workplace if you’re just there to be there. You’ve got to be looking for changes you can make for the benefit of the people who are working there.
The quality revolution is nothing more, or less, than the dramatic expansion of the of scientific problem solving using informed observation and directed experimentation to find out more about the process, the product and the customer.
All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident.
statistical methods appropriate for iterative inquiry can help the investigator not only to answer questions originally asked but also to catalyze the posing of new questions. Thus greatly assisting the subject matter specialist's attempt to understand the phenomenon under study.
A common disease that afflicts management and government administration the world over is the impression that “Our problems are different.” They are different, to be sure, but the principles that will help to improve quality of product and of service are universal in nature.
Systems are created, sustained, and improved by insightful and interactive work on the system, not by using carrots and sticks. Measurable goals do not improve systems; accountability does not improve systems. Improving systems improves systems.
There are four prongs of quality and four ways to improve quality of product and service:
Innovation in product and service
Innovation in process
Improvement of existing product and service
Improvement of existing process
The common mistake is the supposition that quality is ensured by No. 4, improvement of process, that operations going off without blemish on the factory floor, in the bank, in the hotel will ensure quality. Good operations are essential, yet they do not ensure quality. Quality is made in the boardroom.
A bank that failed last week may have had excellent operations— speed at the tellers’ windows with few mistakes; few mistakes in bank statements; likewise in the calculation of interest and of penalties and loans. The cause of failure at the bank was bad management, not operations.