Content by Tripp Babbitt
The Fundamental Thinking Problems that Prevent ImprovementUsing “check” prevents tunnel vision… and tunnel thinking
Thu, 11/04/2010 - 05:30
In my previous article, “Prying Management Away from Old Assumptions,” we talked about the relationship between thinking, system, and performance. W. Edwards Deming told us that to improve performance, the system has to change and that the system… Prying Management Away from Old AssumptionsWhy rational approaches sometimes backfire
Wed, 09/29/2010 - 05:30
Systems thinking requires a massive change in the way organizations design and manage work. Old thinking must be flushed out so that new and better thinking can replace it. The outdated functional design of organizations according to the type of… Deming, Systems Thinking, and the FutureDon’t be a copycat—think and learn
Thu, 09/02/2010 - 05:30
W. Edwards Deming did a great disservice. He left a prescription for what the United States should do to improve government, manufacturing, and service. The prescription is composed of his 14 Points and Seven Deadly Diseases (which later became his… Systems Thinking Saves Service If you want change, change your mind
Thu, 08/05/2010 - 05:30
While reading an issue of Quality Digest Daily, I came across an article by Kenneth Levine and Peter Sherman titled, “Ten Simple Principles for Treating Employees as Assets.” I thought it followed the usual themes about engaging employees and… Paring Down to Spend MoreEconomy of flow is a management paradox whose time has come
Mon, 07/19/2010 - 07:43
Often when I write articles or have a speaking engagement, I like to polarize things into black and white. Almost every time I do this, I’m challenged about the audacity of the approach. Nothing seems to irritate people more than the statement “A… Command-and-Control DisastersBP’s high-profile culpability should be a lesson to all of us.
Thu, 06/17/2010 - 13:35
The worst man-made environmental disaster in history is a tough pill to swallow for everyone, but especially for those responsible for it. Overnight, BP’s name and reputation has turned from a respected energy company with a predictable dividend to… The Droids We BuildDon’t nurture robots; encourage your employees to become innovative juggernauts.
Wed, 06/02/2010 - 05:30
I challenge myself each day to hear something different. Sometimes this is about education, liberals, conservatives, tree-huggers, or many other opinions and topics that counter my perspective. For me, this develops new perspectives on problems and… The Needs of the Many Outrank the Needs of the FewThere’s not a good reason to rank or assess your employees’ performance.
Wed, 04/28/2010 - 19:06
Like there isn’t enough politics in the workplace! Command and control managers love to rank employees; there needs to be forced ranking by assessment of performance to be considered a good manager and have a well-run company.
Some rank to… Mid-life Crisis Interrupted: A Trip to My BMW DealershipWhen quality customer service is the road less traveled
Wed, 03/24/2010 - 09:39
Springtime. Birds, sun, warmer weather, and a chance to get the “Z” out for a spin. I drove it at every opportunity during this winter, of which there weren't many (rough winter). As I sat in the cockpit of my machine and turned the key in the… Redux: Rethinking Lean (Six Sigma) ServiceReflections of a reformed Black Belt
Mon, 11/09/2009 - 14:01
I have identified myself as a “reformed” lean Six Sigma Master Black Belt. Some will see this as an affront to lean and Six Sigma. I want to assure you that there are many things to like about lean and Six Sigma. The issue at hand is that a better…
