According to Deming, decreasing variation is the most important thing management can do!
One of the keys to variation is developing a run chart or a control chart (Videos explain) You may download an app that is just great to help do this is seconds. go to apple ap store and download DataPlotter Pro It costs a few bucks
It is easy!!! The company is http://www.mobileblackbelt.com/ I have no commercial interest
The Red Bead Experiment
This experiment is our first stab at showing what Deminig took several hours to discuss. The video shows that a person can have a logical explanation for any sequence of numbers and be absolutely wrong! It also shows some of the common methods of managing variation. The purpose of this experiment is to let people see that we can always find an explanation for numbers, and that the system determines outcomes more then the workers.
Common and Special Causes: Scraping Burnt Toast
"Most changes made in a system are a reaction to common cause." Common cause is like scraping burnt toast!
Many of you have learned and maybe even teach the Pareto Chart. But, how many of you apply the Pareto Principle, also known as the 80/20 rule (a particular favorite of 20th century quality giant Joseph Juran) to your work? My respected colleague Jay Arthur ( www.qimacros.com) goes even one step further.
Perspective
Arthur states: "In case after case working with various businesses, I have found that less than 4% of your business causes over 50% of the waste, rework, cost, and lost profit. So forget the old 80/20 rule. Narrow your focus even further to maximize your gains and minimize your Six Sigma startup costs. Only involve 4% of your staff in the initial wave of improvements focused on mission-critical elements of your business." But Arthur also warns of the dark side of the 4-50 Rule: "50% of your effort only produces 4% of the benefit." And Brian Joiner states, "Vague solutions to vague problems yield vague results."" Data Sanity. Davis Balestracci
http://archive.aweber.com/davis_book/5iOqE/h/From_Davis_Balestracci_How.htm
"Most changes made in a system are a reaction to common cause." Common cause is like scraping burnt toast!
Many of you have learned and maybe even teach the Pareto Chart. But, how many of you apply the Pareto Principle, also known as the 80/20 rule (a particular favorite of 20th century quality giant Joseph Juran) to your work? My respected colleague Jay Arthur ( www.qimacros.com) goes even one step further.
Perspective
Arthur states: "In case after case working with various businesses, I have found that less than 4% of your business causes over 50% of the waste, rework, cost, and lost profit. So forget the old 80/20 rule. Narrow your focus even further to maximize your gains and minimize your Six Sigma startup costs. Only involve 4% of your staff in the initial wave of improvements focused on mission-critical elements of your business." But Arthur also warns of the dark side of the 4-50 Rule: "50% of your effort only produces 4% of the benefit." And Brian Joiner states, "Vague solutions to vague problems yield vague results."" Data Sanity. Davis Balestracci
http://archive.aweber.com/davis_book/5iOqE/h/From_Davis_Balestracci_How.htm
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REGRESSION TO THE MEAN FEEDBACK OR TAMPERING
This video will help you think about a feature of common cause. It discusses how our coaching or feedback may not be helping and actually worst. As the presentation ends we are reminded that what ever we do over time...... half the time we do it below our average. Increase the average and you will improve the system. Meanwhile the results we see from our intervention may just be random variation. If you like to learn more pick up Thinking Fast and Thinking Slow. A review can be found at http://www.nytimes.com/2011/11/27/books/review/thinking-fast-and-slow-by-daniel-kahneman-book-review.html |
THE FUNNEL EXPERIMENT
This is an experiment which demonstrates that when you pick low hanging fruit, or think you can improve a system using common sense, over time things will get worse.
It is profound in that most interventions start out fine, but with time, lead down a path of increasing problems.
It is profound in that most interventions start out fine, but with time, lead down a path of increasing problems.
