Workplace Management: Taiichi Ohno
"If you insist on blindly calculating individual costs and waste time insisting that this is profitable of that is not profitable, you will just increase the cost of your low volume products. For this reason there are many cases in this world where companies will discontinue car models that are actually profitable, but are money losers according to their calculations. Likewise, there are cases where companies sell a lot of model that they think is profitable but in fact are only increasing their loses." page 32
Dee Hock on Management
M. Mitchell Waldrop, Dee Hock
Absolutely great - definitely read the article. Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.
Dr. Demings 1950 Lecture to Japanese Top Management
"In 1950, Dr. Deming gave a lecture to 80% of the top management people in Japan. What follows is a English translation of the original Japanese transcript. John Dowd made this happen a few years back and has agreed to share it with the Deming Community."
Interview of and by Dr. Ackoff and Dr. Deming
Russell L. Ackoff, Clare Crawford-Mason, W. Edwards Deming
Great stuff. The transcript spells Dr. Ackoff's name wrong (Akoff). They discuss the important of viewing organizations as systems and a fair amount of time on the problems with business school education in the USA. And they touch on a huge number of management topics. Dr. Deming "When one understands who depends on me, then I may take joy in my work." Dr. Ackoff "If there isn't join in work, you won't get productivity, and you won't get quality."
Excellent long article (a book chapter) on the topic by the expert.
"Disruptive innovations, in contrast, donâ€™t attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefitsâ€”typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.
Once the disruptive product gains a foothold in new or low-end markets, the improvement cycle begins. And because the pace of technological progress outstrips customersâ€™ abilities to use it, the previously not-good-enough technology eventually improves enough to intersect with the needs of more demanding customers."