An organization can excel only when it taps the full potential of all the individuals who work there, sparking their creative potential and providing them with a high degree of self-worth and pride. Individuals perform superbly not because they’re driven to perform by promises, threats or praise, but because excelling in their chosen jobs provides personal satisfaction and fulfillment.
Don’t fool yourself Continue reading
The Six Sigma methodology will help any organization improve, but for the best, longest-lasting results, it must be supported by a complete improvement process that involves all facets of the organization.
Consider the wheel of fortune Continue reading
Waste is the biggest thief on the planet today. The cost of waste far exceeds the costs that criminals and wars inflict on us each year. Why do we put up with the wasted effort of doing a job over, taking a defective product back and the hundreds of thousands of deaths that occur in our hospitals every year? Let’s look at Continue reading
A recent survey of senior project managers by Robbins-Gioia revealed that “for organizations that systematically align projects and programs to their overall business strategy, nearly 75 percent reported they are either very profitable (i.e., exceeding goals) or gaining momentum and increasing profitability.” According to Gartner Inc., Continue reading
All our total quality management (TQM) and Six Sigma system failures occur because of poor implementation. When a system fails, it’s not the technology’s fault; it’s the way we manage projects that’s to blame. Continue reading
“Anyone who believes that the competitive spirit in America is dead,” notes Ann Landers in one of her columns, “has never been in a supermarket when a cashier opens another checkout line.” Yes, people are competitive by nature, but too often we put away that competitive spirit when we enter our organization’s front door. We become part of the pack. We’re afraid to stand out as individuals. We don’t want to be enthusiastic about our job because other employees will think that we’re strange. But enthusiasm makes the ordinary person extraordinary. As individuals, we all have the same needs that must be fulfilled if we’re going to excel at our jobs. These include: Continue reading
The heart of today’s quality problems lies in an accounting system that has remained unchanged for more than 60 years. The cost accounting system used today in the United States and many other parts of the world is based upon the Sloan School of Management’s M model (i.e., men, materials and machines). Let’s look at how the Sloan accounting model came into existence Continue reading
The time has come to change our standards. Our companies must make fewer errors and permit fewer defects. Poor employee training, inferior supervision and one-way communication must be corrected. It’s time to stop accepting mediocre performance as “exceeds expectations.” An error rate of 3.4 errors per million opportunities isn’t good enough. We must embark on a new philosophy of Continue reading
Medical errors became a national issue in 1999, when the Institute of Medicine issued a widely published report stating that medical errors in the United States contribute to up to 98,000 deaths annually. According to the Oct. 8, 2003 issue of The Journal of the American Medical Association
In a previous post I provided readers with an overview of the opportunities we have to improve the quality of health care systems, particularly in the United States. Now I’ll give a more personal and detailed view of the problem. Continue reading