To Infinity (and Zero) and Beyond

To Infinity (and Zero) and BeyondTo Infinity (and Zero) and Beyond

Presented by

Dr. Bill BellowsPresented by

Dr. Bill Bellows

October 23, 2009

ASQ Orange Empire’s Quality Day, Santa Ana, CA

October 23, 2009

ASQ Orange Empire’s Quality Day, Santa Ana, CA

Associate Fellow

Pratt & Whitney Rocketdyne

Canoga Park, CA

818-586-6579

[email protected]

Associate Fellow

Pratt & Whitney Rocketdyne

Canoga Park, CA

818-586-6579

[email protected]

President

In2:InThinking Network

Canoga Park, CA

818-489-3009

[email protected]

President

In2:InThinking Network

Canoga Park, CA

818-489-3009

[email protected]

Abstract: The aim of this session is to present a proposal for “better thinking about thinking” as it applies to quality. Thinking about thinking, or inthinking, is about a transformation of the ways people think. The organization of thinking itself and the awareness that there is a choice of alternative ways of thinking when creating better solutions, presents a significant and exciting departure from traditional approaches. This session will offer insights on how Dr. Genichi Taguchi’s ideas on “robust design” have been integrated with Dr. W. Edwards Deming’s “new economics” to establish both “InThinking” and “Enterprise Thinking”. In doing so, the presentation will offer an introduction to ongoing activities within Pratt & Whitney Rocketdyne to convert the unrealized potential embedded in the principles of Taguchi and Deming into practical ways that reduce losses to both society and Pratt & Whitney Rocketdyne.

AimQuizInSightsInterchangeable PartsBetter Thinking About Thinking

AgendaAgenda

AimAimIntroduce the potential energy of

integrating the management theories and thinking of

and many others...

Dr. W. Edwards Deming

Dr. Genichi Taguchi

Dr. Edward de Bono

Dr. Russell Ackoff

DecisionsDecisions

“If your boss gives you a question and only 5 minutes to answer it, there are only 3 possible answers – 0, 1, and infinity. You’ll have five minutes to decide which one it is.”

Professor R.E. Mayle

Tank Engines and Rocket Tank Engines and Rocket EnginesEngines

RS-68RS-68

QuizQuiz

What is the leading use of alligator skin in the United States today?

Q1: AlligatorsQ1: Alligators

Describe how to make an Arnold Palmer (drink)

Q2: Arnold PalmerQ2: Arnold Palmer

Q3: Pepsi Flavor Profile Q3: Pepsi Flavor Profile

Taste

Time

Who makes the best automobile tires in the world today?

Q4: Automobile TiresQ4: Automobile Tires

How much time is spent discussing parts which are good and arrive on time?

Q5: Time ManagementQ5: Time Management

How important is customer satisfaction?

Q6: SatisfactionQ6: Satisfaction

Q7: The Last StrawQ7: The Last Straw

Did the last straw break the camel’s back?Did the last straw break the camel’s back?

Q8: GradesQ8: Grades

RS-68

What letter grade is required for all What letter grade is required for all parts purchased?parts purchased?

MaseratiGran Turismo

Q9: Cutting WoodQ9: Cutting WoodGiven a piece of wood that will be cut into 2 pieces....

how many lines will be drawn acrossthe top face before the cut is made?

Q10: AdditionQ10: Addition

Under what conditions does one plus one equal 2?

InSightsInSights

Trip ReportTrip Report

ET Organization Non-ET Organization

(physical)

(people)



Q1: Alligator SkinQ1: Alligator Skin

Q2: Arnold PalmerQ2: Arnold Palmer

Q3: Pepsi Flavor Profile Q3: Pepsi Flavor Profile

Taste

Time

Possible Answers toPossible Answers toQ3: Pepsi Flavor Profile Q3: Pepsi Flavor Profile

Taste

Time

Black & WhiteAbsolutesGood/Bad, Up/DownCategories

Shades of GrayContinuumRelativeWholeness

Styles of Thinking Styles of Thinking

Who makes the best automobile tires in the world today?

Q4: Automobile TiresQ4: Automobile Tires

InThinking & Enterprise InThinking & Enterprise ThinkingThinking

Increase individual awareness on thinking (InThinking)

Evolve the way we behave

Evolve the way we run our organizations

Evolve the way we think together

(Enterprise Thinking)

Perception & ThinkingPerception & Thinking

“How the world we perceive works depends on how we think.

The world we perceive is a world we bring forth through our thinking.”

H. Thomas Johnson

(physical)

(people)



Q5: Time ManagementQ5: Time Management

DecisionsDecisions

“If your boss gives you a question and only 5 minutes to answer it, there are only 3 possible answers – 0, 1, and infinity. You’ll have five minutes to decide which one it is.”

Professor R.E. Mayle

Management By ExtremesManagement By Extremes

Management By ExtremesManagement By Extremes

Zero Infinity

Reducing Cost, Waste, Inventory, Variation, etcTalk about “Working Together”Striving for “Zero Defects” Striving for “Zero Waste”Striving for “Satisfaction”Continuous ImprovementUsing Metrics for Alignment*

*without a thinking transformation

Present StatePresent State

Twin DayTwin Day(AKA(AKAVariationVariationReductionReductionDayDay))

The Boeing Company - The Boeing Company - Vision 2016Vision 2016 Core Competencies

Detailed Customer Knowledge

Large-Scale Systems Integration

Lean Enterprise

Values Leadership Integrity Quality Customer Satisfaction People Working Together A Diverse and Involved

Team Good Corporate

Citizenship Enhancing Shareholder

Value

Q6: DisappointmentQ6: Disappointment

ExpectationsExpectations

Value

Disappointment

Expectation

Expectation DynamicsExpectation Dynamics

Value

Disappointment

ExpectationSatisfaction

Expectation DynamicsExpectation Dynamics

Value

Disappointment

ExpectationSatisfaction

Delight

AssumptionsAssumptionsA better way to operate an organization is

to invest resources with the ability to manage customer delight, satisfaction, and disappointment

Better investment results from discovering opportunities to invest

The discovery of opportunities for investment is limited by how thinking is conditioned

What is needed ?What is needed ?

Thinking that promotes better

discovery

Q7: Counting StrawsQ7: Counting Straws

Q8: GradesQ8: Grades

RS-68

What letter grade is required for all What letter grade is required for all parts purchased?parts purchased?

MaseratiGran Turismo

(physical)

(people)



Interchangeable PartsInterchangeable Parts

Interchangeable Parts ??Interchangeable Parts ??

Space Shuttle Main Engine

Interchangeable Parts ??Interchangeable Parts ??

Given a piece of wood that will be cut into 2 pieces....

how many lines will be drawn acrossthe top face before the cut is made ?

Q9: Cutting WoodQ9: Cutting Wood

target

Q9: Cutting WoodQ9: Cutting Wood

“A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market”

Source: The New Economics, W. Edwards Deming, 1993

W. E. Deming on QualityW. E. Deming on Quality

“Zero defects is another way of saying ‘do it right the first time’”

Quality is defined as conformance to requirements

Source: Let’s Talk Quality, Philip Crosby, 1989

Philip Crosby on QualityPhilip Crosby on Quality

0.22980.2299

0.23000.2301

0.23020.2303

0.23040.2305

0.23060.2307

0.23080.2309

0.23100.2311

0.23120.2313

0

50

100

150

200

250

300

350

Hole Diameter, inches

Frequency

LOWER SPEC LIMIT 295 UPPER SPEC LIMIT

101

42

121

206

166

80

3112 10 1 5 7 2

DefectsDefects

“Quality is the minimum of lossimparted to the Society by a product after its shipment to a customer”

Source: Introduction to Quality Engineering , Genichi Taguchi, 1983

Genichi Taguchi Genichi Taguchi on Qualityon Quality

UpperSpecification

Limit

Lower Specification

Limit

TARGET(desired value of

parameter)

“Loss to Society”

Taguchi’s Quality Loss Taguchi’s Quality Loss FunctionFunction

A Better ViewA Better View

“The Taguchi Loss Function is a better view of the world”

W. Edwards Deming

Source: Out of the Crisis, W. Edwards Deming, 1986

10: Addition10: Addition

1 + 1 = ???

10: Addition10: Addition

“You think because you understand one you must understand two, because one and one makes two. But you must also understand and.”

Donella Meadows

BetterBetterThinking About Thinking About

ThinkingThinking

Resource & Relationship Management (Striving for Balance)

Thinking & Learning Together - Then Working Together

Managing Customers’ ExpectationsContinuous Investment Using Thinking for Alignment

InThinking and Enterprise Thinking

Future StateFuture State

Imagine the Possibilities...Imagine the Possibilities...when operating in an “Enterprise Thinking”

environment

if we could develop a broader appreciation of “continuous and connected learning”

if we could develop a deeper appreciation of “working together,” “learning together,” and “thinking together”

Imagine the Possibilities...Imagine the Possibilities...and the markets we could create

Working Together Investing Together Designing Together Building Together Learning Together Thinking Together Leading Together

VisioningVisioning

“it’s not what the vision is that is important...

it’s what the vision does...”

Robert Fritz

Source: The Fifth Discipline, Peter Senge, 1992

Questions/Comments/Feedback:

Bill Bellows

Email: [email protected]

Additional InformationIn2:InThinking Network

www.in2in.org

Questions/Comments/Feedback:

Bill Bellows

Email: [email protected]

Additional InformationIn2:InThinking Network

www.in2in.org

To Infinity (and Zero) and Beyond

Documents

Transcript of To Infinity (and Zero) and Beyond