Sublime

To scale production, you also need processes that, if followed, will consistently make high-quality products or services.

Dr. Deming and fellow engineer and statistician Dr. Genichi Taguchi founded what would become the American Supplier Institute.

Less but better.

Among its tenets are drawing on the knowledge and creativity of individual workers, the shrinking of batch sizes, just-in-time production and inventory control, and an acceleration of cycle times. It taught the world the difference between value-creating activities and waste and showed how to build quality into products from the inside out.

SLOW PRODUCTIVITY A philosophy for organizing knowledge work efforts in a sustainable and meaningful manner, based on the following three principles: 1. Do fewer things. 2. Work at a natural pace. 3. Obsess over quality.

Like Steven Spear describing the Toyota environment as a community of scientists in The High-Velocity Edge, an organization that only Plans and Does can never really improve.

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.

the System of Profound Knowledge.

“Kaizen,” — often translated as “continuous improvement.”