Sublime

As Ed worked throughout the eighties, he continually refined his ideas and teachings around Profound Knowledge. Those six management principles he originally taught at Nashua soon morphed into his now-famous “14 Points for Management,” which he outlines in Out of the Crisis.

“Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.”

Training would need to become a little more formal and structured in order to capture and disseminate…

Some highlights have been hidden or truncated due to export limits.

An inexperienced but capable leader needs time to fully own his or her area of responsibility; in the meantime, I get more involved than I normally would to teach and mentor. As that person gains experience, I slowly allow more freedom and demonstrate more trust.

You can’t turn people loose without structure, but you also want to give them enough freedom to be creative. The way to do that is to give them the big three: responsibility, authority, and accountability.

Green Organizations retain the meritocratic hierarchical structure of Orange, but push a majority of decisions down to frontline workers who can make far-reaching decisions without management approval.