Tom Pyzdek’s picture

By Tom Pyzdek

Recently I called a friend, Ethan, to catch up on things. Ethan is a former student of mine who now holds a senior leadership position. He has been “tainted” by process excellence in the sense that because he understands the importance of processes, he can no longer practice traditional management by results. When an employee announces that he intends to reduce costs, Ethan wants to know the specific process that will be followed to accomplish the goal. In an effort to understand how this improvement will be achieved without causing harm elsewhere, Ethan asks such questions as, “What are the high-cost areas?” or “What are the major drivers of costs in these areas?” or “What are the root causes underlying these drivers?”

During an all-hands meeting at Ethan’s company, the new CEO was asked about his views on Six Sigma. The CEO responded he was in favor of Six Sigma’s emphasis on continuous improvement, but he wasn’t too keen on the “Belts.” In fact, he didn’t see a need for them.

I beg to differ.

Scott Paton’s picture

By Scott Paton

If you’ve been paying attention, it’s probably no surprise to many of you that magazines and newspapers are struggling to survive. Daily newspapers are getting smaller and smaller; magazines are getting thinner and thinner. This issue of Quality Digest is the smallest we’ve ever produced. The long-predicted “end of print” seems to have finally materialized. The recession, the high price of fuel last year, and the popularity of the internet have all radically changed the balance sheet for traditional print media.

U.S. News & World Report will cease publication this year and be available only online. The Christian Science Monitor and PC Week will do the same. Even Entertainment Weekly is mulling a move to a strictly online presence. Many daily newspapers, including both Detroit newspapers, are moving to a mostly online presence. The New York Times is rumored to be in serious financial condition and may run out of cash as early as May.