It never occurs to those in the quality industry that all of our quality standards violate a primary rule of lean practice – we build them as push systems rather than pull systems! And then we expect them to be a seamless part of our organizational practice. Big wonder that they are not. Continue reading
Almost 50 years ago Dr. W. Edwards Deming announced that systems management was fundamental to what we can now call quality science[1], and he introduced a “system of profound knowledge[2]” as a framework for transformation of our organizational work and our entire economy[3]. He said that “An integral part of the system of profound knowledge is appreciation for a system.” But while his system of profound knowledge got a lot of attention for about 10 years, interest waned when no one could figure out how to structure or measure systems. Continue reading