Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser (W.Edwards Deming)
Change Maestro’s Daily Tip
The ideal conditions for making things are created when machines, facilities, and people work together to add value without generating any waste (Kiichiro Toyoda)
Change Maestro’s Daily Tip
Who in your organization really matters – the people
Change Maestro’s Daily Tip
TLS Continuum is a strategic approach to implementing quality improvement through careful review
Change Maestro’s Daily Tip
Encourage human capital asset ownership of the organizational processes
Change Maestro’s Daily Tip
Lack of employee response directly related to management empty words
Change Maestro’s Daily Tip
HR Excellence requires caring more for your organization than others think wise.
Change Maestro’s Daily Tip
Every process has its hiccups, finding them is the hard part because we don’t look for themEvery process has its hiccups, finding them is the hard part because we don’t look for them
Change Maestro’s Daily Tip
Attached to choices are consequences, choose wisely
Change Maestro’s Daily Tip
Are your customer’s part of your improvement process? if not why not?
Change Maestro’s Daily Tip
Are you asking every day How does this {process, procedure, action, initiative, project, policy} help the organization achieve its business objective?
Change your process map to a journey map- start with the client process before yours
Today’s change maestro’s management tip looks at another view of the continuous process improvement effort in your organization. We need to look at the very essence of the process. One of the initial tools in process improvement s the creation of a process map. It is used to track the various steps in the process […]
Change Maestro’s Daily Tip
Are you a dictator or a coach? Understand your new role in the organization
Change Maestro’s Daily Tip
Failure is the seed of success (Karou Ishikawa)
Change Maestro’s Daily Tip
As much as 95% of quality related problems in the factory can be solved with seven fundamental quantitative tools (Karou Ishikawa)
Change Maestro’s Daily Tip
In management, the first concern of the company is the happiness of people who are connected with it. If the people do not feel happy and cannot be made happy, that company does not deserve to exist. (Karou Ishikawa)
Change Maestro’s Daily Tip
There will always be a next crisis, we just don’t know what it will be (Sakichi Toyoda) #TLSContinuum
Change Maestro’s Daily Tip
There will always be a next crisis, we just don’t know what it will be (Sakichi Toyoda)
Change Maestro’s Daily Tip
“It is in Toyota’s DNA that mistakes made once will not be repeated.” Is it in yours? (Sakichi Toyoda)
Change Maestro’s Daily Tip
When a problem occurs, ask “why” five times to try to find the source of the problem.(Sakichi Toyoda)
Change Maestro’s Daily Tip
Before you say you can’t do something …try it (Sakichi Toyoda)
Change Maestro’s Daily Tip
For many phenomena, 80% of consequences stem from 20% of the causes. (Joseph Juran)
Change Maestro’s Daily Tip
Quality planning consists of developing the products and processes required to meet customer’s needs (Joseph Juran)
Change Maestro’s Daily Tip
It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below. (Joseph Juran)
Change Maestro’s Daily Tip
“Goal setting has traditionally been based on past performance. This practice has tended to perpetuate the sins of the past.” (Joseph Juan)
Change Maestro’s Daily Tip
“Without a standard there is no logical basis for making a decision or taking action.” (Joseph Juran)
Change Maestro’s Daily Tip
“All improvement happens project by project and in no other way. (Joseph Juran)
Change Maestro’s Daily Tip
“quality control departments have taken the job of quality away from the people that can contribute most to quality—management, supervisors, managers of purchasing, and production workers.” (W. Edwards Deming)
Change Maestro’s Daily Tip
“Being convinced one knows the whole story is the surest way to fail.” (Phillip Crosby)
Change Maestro’s Daily Tip
Why bake only a third of the pie? Use every tool at your disposal, not just one
Change Maestro’s Daily Tip
Who in your organization really matters – the people (W. Edward Deming)
Change Maestro’s Daily Tip
If you don’t have time to do it right you must have time to do it over.” (Proverbs)
The Change Maestro’s Daily Tip
Big problems are most often solved by a sequence of small solutions, sometimes over weeks, sometimes over decades (Chip and Dan Heath)
Change Maestro’s Management Tip
When considering your future state of a process let your mind look at all the possibilities Hey I get it! In normal circumstances when we are confronted with a problem we rely on our past experiences to find solutions to those problems. In doing so you may very well be cheating your customers. Design thinking […]
Change Maestro’s Daily Tip
Facing a problem, you can choose to exit, exercise voice or depend on organizational loyalty (Albert Hirschman)
Change Maestro’s Daily Tip
If you can’t see it and name a problem, you Can’t solve it (Kimberle Crenshaw Columbia Law School) #TLSContinuum
Change Maestro’s Daily Tip
“I have not failed, I’ve just found 10,000 ways that won’t work (Thomas Alva Edison) #TLSContinuum
Change Maestro’s Daily Tip
Everyone wants to contribute. Trust them. Leaders are everywhere. Find them. Some people are on a mission. Celebrate them. Others wish things were different. Listen to them. Everybody matters. Show them. (Bob Chapman)
Change Maestro’s Daily Tip
I believe that leaders and leadership teams working together in a proper design will run the business more effectively than by hierarchical, command-and-control managing. But I can’t prove that. And there are no models. (Martin Bower) #TLSContinuum
Change Maestro’s Daily Tip
“If you can’t describe what you are doing as a process, you don’t know what you’re doing.” (W. Edwards Deming)
Change Maestro’s Daily Tip
“A relentless barrage of “why’s” is the best way to prepare your mind to pierce the clouded veil of thinking caused by the status quo. Use it often.” (Shingo)
Change Maestro’s Daily Tip
“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” (H. James Harrington)
Change Maestro’s Daily Tip
“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” (James Harrington)
Change Maestro’s Management Tip
When beginning the process of introducing solutions involve the customer in the discussions. Jack Welsh told us that “The best Six Sigma projects begin not inside the business but outside it, focused on answering the question – how can we make the customer more competitive? What is critical to the customer’s success? …….One thing we […]
Change Maestro’s Daily Tip
“The biggest room in the world is the room for improvement.” (Herman Schmidt) TLSContinuum
Change Maestro’s Daily Tip
“If I had one hour to save the world, I would spend fifty-five minutes defining the problem and only five minutes finding the solution. “ (Albert Einstein) #TLSContinuum
Change Maestro’s Daily Tip
All we are doing is looking at the timeline from the moment a customer gives us an order to the point we collect the cash. And we are reducing that timeline in the value stream by removing non value-added wastes.” (Tachii Ohn)
Change Maestro’s Daily Tip
“The most dangerous kind of waste is the waste we do not recognize.” (Shigeo Shingo) #TLSContinuum
Change Maestro’s Daily Tip
If you do not know how to ask the right question, you discover nothing. (W. Edwards Deming) #TLSContinuum
Change Maestro’s Daily Tip
It is impossible to improve any process until it is standardized. If the process is shifting from here to there, then any improvement will just be one more variation that is occasionally used and mostly ignored. One must standardize, and thus stabilize the process, before continuous improvement can be made.(Masaaki Ima)