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
Associate Fellow
Pratt & Whitney Rocketdyne
Canoga Park, CA
818-586-6579
President
In2:InThinking Network
Canoga Park, CA
818-489-3009
President
In2:InThinking Network
Canoga Park, CA
818-489-3009
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)
ET Organization Non-ET Organization
Trip ReportTrip Report
Q1: Alligator SkinQ1: Alligator Skin
Q1: Alligator SkinQ1: Alligator Skin
Q2: Arnold PalmerQ2: Arnold Palmer
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
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)
ET Organization Non-ET Organization
Trip ReportTrip Report
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
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)
ET Organization Non-ET Organization
Trip ReportTrip Report
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
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