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In 1962, Karou Ishikawa introduced “quality circles” and offered a course through JUSE. You might think of it as a kaizen continuous-improvement club. Workers whose jobs overlapped would work together to increase productivity flows between each other.
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
In more mature organizations, feedback is ad hoc, real-time, and multidirectional, an open dialogue between people anywhere in the organization.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
For more on the large-batch death spiral, see The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen: http://bit.ly/pdflow
Eric Ries • The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
Picture it. One Ford employee making ten cars a year for thirty-five years while his Toyota counterpart goes from four to sixty. Toyota’s supplier network? A typical GM car factory used eight hundred suppliers. Toyota? Just 125 … with half the in-house work. This dispels the Western myth of needing more to do more: Toyota was doing more with less.
... See moreJohn Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
In 1962, Karou Ishikawa introduced “quality circles” and offered a course through JUSE. You might think of it as a kaizen continuous-improvement club. Workers whose jobs overlapped would work together to increase productivity flows between each other.
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
Apple • Shreyas Doshi on pre-mortems, the LNO framework, the three levels of product work, why most execution problems are strategy problems, and ROI vs. opportunity cost thinking
effective CEO/coach might say,
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Get the process right and you’ll naturally get the right results. Put another way: don’t optimize the components of a process—optimize the process itself.