Solving problems, complex problems at that, involves not only good problem formulation but also a structured approach to complement it. Structured Problem Solving is simply an iterative sequence of framing hypotheses and testing them via controlled experimentation, revamped for the intricacies of the world beyond the laboratory. Structured Problem Solving is a formal, logical, and […]
Tag Archives | PDCA
Continuous Improvement 101: The Deming Cycle (PDCA)
“Continuous Improvement” is a term management consulting firms love using. It’s also a driving principle behind Lean Management. So, how can we achieve Continuous Improvement in our organization? One of the most common Lean frameworks for Continuous Improvement (of quality) is the Deming Cycle–also commonly known as PDCA Cycle, Deming Wheel, Shewhart Cycle, or Continuous […]
The Highway of Change and a Practical Framework Approach to Change
Since Monday, 9th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing […]
Dump the Waste!
Sharpen your Competitive Edge by Eliminating Non-Value-Added Activities in your Organization. Recession or boom, companies need to sharpen their competitive edge by applying Lean Management principles to cost reduction – that is, the elimination of non-value-added activities or waste from the value stream processes. Be Lean In the Lean Management philosophy, all activities in an organization […]
Why Lean Initiatives Fail in a Company
Note from the Editor: This is the first of a series of articles written by Charles Intrieri related to Lean Initiatives. In the next article, Charles will review Kaizen, Kanban, and Lean Six Sigma, along with the benefits of implementing a Lean culture. You can read his other articles here. * * * * Lean initiatives are thought of as the use […]
