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The idea of ever-improving coupled with what they learned from Deming—especially the Theory of Knowledge and shorter feedback loops via the PDSA loop, as well as the Theory of Variation and the accompanying statistical process control—let them succeed in their failure. Kaizen.
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
Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
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Rather than inspirational leadership styles, efficiency based practices would need managers who are disciplined,…
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David H. Maister • Managing The Professional Service Firm
Rother has made a guide to deploying the Improvement Kata, The Improvement Kata Handbook, available for free on his website at http://bit.ly/11iBzlY
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
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.
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
Toyota couldn’t afford those luxuries. In fact, during the postwar years, they couldn’t afford much of anything. They had to find ways to turn Toyota into a lean, mean, automaking machine with little margin for error.‡ Kiichirō, Eiji, and Ohno made three important decisions—three concepts that have become staples of successful manufacturing for ove
... 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
Toyota couldn’t afford those luxuries. In fact, during the postwar years, they couldn’t afford much of anything. They had to find ways to turn Toyota into a lean, mean, automaking machine with little margin for error.‡ Kiichirō, Eiji, and Ohno made three important decisions—three concepts that have become staples of successful manufacturing for ove
... See more