For years there's been something hidden in Deming's closet. Well, not hidden exactly, it's actually one of his published "Seven Deadly Diseases of Western Management". Problem is, it takes us a little way outside our comfort zone where all things can be measured, and hence predicted, controlled and managed. So we don't like talking about it too much. It can indeed be seen, to pinch someone else's catchphrase, as Deming's inconvenient truth. But what is it?   more »

There's a very good contribution today on John Hunter's blog Curious Cat on this topic. Details inside   more »

London Heathrow Terminal 5. A not unexpected lesson in bad project management (Updated 15th April from an earlier post)   more »

There is no point ignoring the basic weaknesses and flaws of human behaviour when designing a system. If you need compliant behaviour, you'll have more success if you make that path easy to follow   more »

Thanks to Chris for this excellent "how to" article on the principles and cornerstones of corporate governance, and the critical attributes of a corporate governance program   more »

Not all "quality people" understand human motivation, or human dynamics at all if we're honest. Deming had strong views on the role that people and their motivation play on the efficiency of working systems   more »

In this post we attempt to add some context and depth to our favourite quality management principle, leadership, using the words of the master. What better way?   more »

In this article we recall a chance encounter with a professional gambler who gave a candid insight into the realities of his profession. We always knew that there was a profound management lesson in there somewhere and, today, the penny has dropped. The story actually helps us make sense of one of Deming's most fundamental lessons   more »

Browsing through a business related discussion board the other day we were suddenly struck by the fact that people have very different ideas of what "quality" is, or should be. Consequently there are quite different attitudes to managing it. This piece explores a couple of these different view points and asks the question "where does business come into it?"...   more »

In an F.U.R.B (sort of) to our posting of November1st, we make a serious point about why you shouldn't take things so seriously.   more »

Scott Hassler offers this excellent summary of key principles culled from the book "Four Days with Dr Deming". It's a great summary, so if you're not a "cover to cover" type, read on   more »

For reasons we'll keep to ourselves just now, we'd like to bounce a couple of things off you. Get you thinking, so to speak, on everyone's favourite subject, "Management Commitment"   more »

Top management commitment. It's commonly accepted that most programs will fail without it, but is it too often used as an excuse to mask other operational and planning weaknesses?   more »

Today we look at some contrasting views on motivation schemes and ask the question "do we always have to make it worth people's while", and if so, how far do we go?   more »

What is? Well, PEOPLE of course! But is it a core value or a calculated publicity stunt?   more »

Dr Kevin Morrell is a new ally of Capable Blog. His web site contains a wealth of academic research and thought provoking business philosophy. In this article we explore some themes he introduces on "The Learning Organisation" to try to unravel the cliche from the practical concept   more »

In this article we explore the concept of context with regard to continual improvement techniques. There has been a little spike of examples lately where organisations have been dabbling with sophisticated techniques whilst, apparently, not getting some basics right first...   more »

On with our crusade to clarify and improve the application of the more poorly understood aspects of management system standards. Today's topic, Quality and OHS Continual Improvement Objectives...   more »

This one's an enigma alright. On a philosophy and principles level everyone can buy into it. Apparently holistic, strategic in focus, results orientated, obsessed with cause and effect and continual improvement. So what's the problem? How come the practical reality of adoption often leaves us underwhelmed?   more »

Time for a masterclass on one of the "8 Principles of Quality Management". Sort of. Again, Rob at Learn Sigma has stimulated a train of thought here at Capable Blog, and this reminded us of a similar thread from sometime back. The moral of the story is the same. Make your decisions on facts by all means, but PLEASE check your facts first ...   more »

Capable Blog does not take itself too seriously. Maybe it should. Quality is no laughing matter and many quality professionals are trained over a period of years, sometimes with sticks and buckets of cold water, to take things very seriously indeed. Best to be on the safe side. If this outlook on life is more your cup of tea, we may have just the forum for you ...   more »

Thanks to Rob for drawing our attention to this interesting thread on the isixsigma site. This is a recurring debate and (surprise surprise) capableblog has its own view on it. Fact is that the "either or" question completely misses the point as the two animals generally serve completely different purposes.   more »

How do you introduce continual improvement in a system that is designed to resist it? DESIGNED to resist it - you heard right   more »

The birth, life and death cycle of a leader played out before our very eyes. The cycles are short, processes transparent and consequences of success and failure fairly consistent. Is there anything we can learn from the world's favourite game?   more »

We wouldn't dare to pretend we could measure customer satisfaction in any other meaningful way than to outright ask the customer. Do we always dare apply the same brutal reality to the evaluation of leadership?   more »