to infinity (and zero) and beyond...to infinity (and zero) and beyond presented by bill bellows july...
TRANSCRIPT
To Infinity (and Zero) and BeyondTo Infinity (and Zero) and Beyond
Presented by
Bill BellowsPresented by
Bill Bellows
July 21, 2010ASQ Chapter 702
Irwindale, CA
July 21, 2010ASQ Chapter 702
Irwindale, CA
PresidentIn2:InThinking Network
Email: [email protected], Cell: 818-489-3005
PresidentIn2:InThinking Network
Email: [email protected], Cell: 818-489-3005
Abstract: The aim of this session is to present a proposal for “better thinking about thinking” as it applies to quality. Thinking about thinking, or inthinking, is about a transformation of the ways people think. The organization of thinking itself and the awareness that there is a choice of alternative ways of thinking when creating better solutions, presents a significant and exciting departure from traditional approaches. This session will offer insights on how Dr. Genichi Taguchi’s ideas on “robust design” have been integrated with Dr. W. Edwards Deming’s “new economics” to establish “InThinking.”
●Quiz●Present State●Future State●Better Thinking About…
AgendaAgenda
QuizQuiz
What is the leading use of alligator skin in the United States today?
Q1: AlligatorsQ1: Alligators
Alligator SkinAlligator Skin
Who makes the best automobile tires in the world today?
Q2: Automobile TiresQ2: Automobile Tires
Automobile TiresAutomobile Tires
How much time is spent discussing parts which are good and arrive on time?
Q3: Time ManagementQ3: Time Management
Time ManagementTime Management
Black & WhiteAbsolutesGood/Bad, Up/DownCategories
Shades of GrayContinuumRelative (better/faster)Wholeness
Styles of Thinking Styles of Thinking
Black & WhiteAbsolutesGood/Bad, Up/DownCategories
Shades of GrayContinuumRelativeWholeness
Styles of Thinking Styles of Thinking
How important is customer satisfaction?
Q4: SatisfactionQ4: Satisfaction
DisappointmentDisappointment
Expectation DynamicsExpectation DynamicsValue
Disappointment
Expectation
Delight
Satisfaction
Q5: The Last StrawQ5: The Last Straw
Last StrawsLast Straws
Q6: GradesQ6: GradesWhat letter grade is required for all What letter grade is required for all parts purchased?parts purchased?
GradesGrades
GradesGrades
0 10 20 30 40 50 60 70 80 90 100
Q7: Cutting WoodQ7: Cutting Wood
Cutting WoodCutting Woodtarget
target
Cutting WoodCutting Wood
“A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market”
Source: The New Economics, W. Edwards Deming, 1993
W. E. Deming on QualityW. E. Deming on Quality
“Zero defects is another way of saying ‘do it right the first time’”Quality is defined as
conformance to requirements
Source: Let’s Talk Quality, Philip Crosby, 1989
Philip Crosby on QualityPhilip Crosby on Quality
0.22980.2299
0.23000.2301
0.23020.2303
0.23040.2305
0.23060.2307
0.23080.2309
0.23100.2311
0.23120.2313
0
50
100
150
200
250
300
350
Hole Diameter, inches
Frequency
LOWER SPEC LIMIT 295 UPPER SPEC LIMIT
101
42
121
206
166
80
3112 10 1 5 7 2
DefectsDefects
“Quality is the minimum of lossimparted to the Society by a product after its shipment to a customer”
Source: Introduction to Quality Engineering , Genichi Taguchi, 1983
Genichi Taguchi Genichi Taguchi on Qualityon Quality
UpperSpecification
Limit
Lower Specification
Limit
TARGET(desired value of
parameter)
“Loss toSociety”
TaguchiTaguchi’’s Quality Loss s Quality Loss FunctionFunction
A Better ViewA Better View
“The Taguchi Loss Function is a better view of the world”
W. Edwards Deming
Source: Out of the Crisis, W. Edwards Deming, 1986
Reform(ation) (Physical Change) Process ChangeChange in
RequirementsRelocationRenamingRephrasing
Transform(ation) (Mental Change) From Observer to
Participant From Witness to
Participant From Part to Part Of From Spectator to
Spect-Actor
Reform & Transform Reform & Transform
Present StatePresent State
Driving ChangeFocus on Reformation (Reforming)Reducing Cost, Waste, Inventory,
Variation, etcTalk about “Working Together”Striving for “Zero Defects”Striving for “Zero Waste”Striving for “Satisfaction”Continuous ImprovementUsing Metrics for Alignment*
*without a thinking transformation
Present StatePresent State
Resource ManagementResource ManagementA c t i v i t y
Proactive
Reactive
Resource ManagementResource Management
Ownership
A c t i v i t y
Proactive
Reactive
“Mine” “Ours”
AssumptionsAssumptions
A better way to operate an organization is to invest resources with the ability to manage customer delight, satisfaction, and disappointment
Better investment results from discovering opportunities to invest
The discovery of opportunities for investment is limited by how thinking is conditioned
What is needed ?What is needed ?
Thinking that promotes
betterdiscovery
Future StateFuture State
Leading TransformationUse of Reformation and TransformationResource & Relationship Management
(Striving for Balance)Thinking & Learning Together - Then
Working TogetherManaging Customers’ ExpectationsContinuous Investment Using InThinking for Alignment
Future StateFuture State
InThinkingInThinkingThe concept of “InThinking” derives from “awareness of our own thinking and the assumptions we make in how we act when we allocate resources, where thinking is defined as “a way of reasoning.” Fundamental to resource allocation is whether our activities are proactive or reactive, and whether the resources involved belong to the enterprise ("ours") or to one's own department, function, district, part, etc. ("mine").
InThinkingInThinking……continuedcontinuedInThinking invites an individual to learn to perceive the patterns of interdependencies surrounding him or her and to reason and judge with new insight and thereby engage in the activities of Purposeful Resource Management and Purposeful Resource Leadership across their enterprise.
Resource ManagementResource Management
Ownership
A c t i v i t y
Proactive
Reactive
“Mine” “Ours”
Resource ManagementResource Management
Ownership
A c t i v i t y
Proactive
Reactive
“Mine” “Ours”
P U R P O S E F U L
REFLEXIVE
Better Thinking Better Thinking AboutAbout……
Imagine the Possibilities...Imagine the Possibilities...
when operating in an “InThinking” environment
if we could develop a broader appreciation of “continuous and connected learning”
if we could develop a deeper appreciation of “working together,” “learning together,” and “thinking together”
Imagine the Possibilities...Imagine the Possibilities...
and the markets we could createWorking Together
Investing TogetherDesigning Together
Building TogetherLearning Together
Thinking TogetherLeading Together
Questions/Comments/Feedback:Bill Bellows
Additional InformationIn2:InThinking Network
www.in2in.org
Questions/Comments/Feedback:Bill Bellows
Additional InformationIn2:InThinking Network
www.in2in.org