";s:4:"text";s:6363:" Deming had of course become something of a celebrity due to his identification with the success of Japanese automotive juggernaut, which was making life difficult for the American automobile manufacturers by producing well equipped, high quality vehicles at very reasonable prices.Teams of “experts” were sent to Japan to determine how the Japanese had managed this miracle and one of the things that they brought back was a newly re-minted Dr. Deming. One of the many things that I enjoy about blogging and engaging on media like Twitter and LinkedIn is the feedback. However, I don’t subscribe to the idea that the Shewhart/Deming PDCA cycle should only be used for complete, non-emergent and best/good use cases. For emergent systems, O-O-D-A applies.“The point is to recognize which systems are emergent due to the influence of things out of your control ”Great post. I cannot recommend it highly enough. However, even the fittest athlete needs a sensory apparatus to be able to navigate intelligently: A marathon runner without externally oriented senses, informing him or her of the position they are in will surely end up in the ditch rather quickly.
Post was not sent - check your email addresses! The key message from comparing PDCA and OODA is that the latter lacks a learning . The fear was the lead that the foreign makers had in consumer electronics, they would also take over the HDTV market … and since HDTV required lots of high-end electronics, they would be able to leverage the volumes to move upstream and take over all the rest of the electronics industry … including high-end computers.
At least it doesn’t look too complicated if you don’t look too closely at its structure. In this instance,
Following the global changes related to terrorism post 9/11, the financial crisis of 2008 and currently the COVID-19 pandemic, we have seen that the future is … “Warfighting” sounds perhaps inappropriate, but it is really less of a book on actual small unit tactics or campaign logistics than it is a primer on leadership. Deming believed that American management was a chief source of the problems in American manufacturing and many of those managers were not happy to hear that they were the main problem.But some of the good doctor’s lessons stuck, and by far the most important and the most successful of these is the P-D-C-A, or Plan-Do-Check-Act cycle. He calls this the “Grey Zone” and describes how Toyota used small PDCA loop experiments continually moving towards a next target condition. Analysis which involves the use of a more or less complete data set to reach a conclusion.
that called for 100% unearned profit tax on the US auto makers. I mean after the first three moves, the computer most likely “knows” how the game will end. As Boyd’s great collaborator and promulgator, Dr. Chet Richards has pointed out, anybody who doesn’t believe this should play chess against an opponent who can make two moves to his one and see how long the game lasts.Boyd provided an intellectual proof for his theories in several fabulous presentations in which he would show how there are patterns in conflicts of various natures and how we can profit by studying these patterns and designing organization that are able to adapt faster than the other guy.The similarities between Deming and Boyd were striking.Like Deming, Boyd did not suffer fools gladly and was known for his confrontational, take no prisoners, style. Blog: Form Follows Function. Perhaps one needs only to observe a Rubik’s cube to understand this complexity.I think we need to start with a better definition of the difference between “complex” and “complicated”.The Rubik’s cube also doesn’t follow a well defined path with each move it makes, only direction. OODA suits itself to how we interact with customers and competitors by allowing teams the common orientation to respond consistently–yet creatively to any situation that comes up. One of Boyd’s great achievements was to demonstrate that by using the principles we call “maneuver warfare,” one could harmonize all levels of war, from the tactical through the grand strategic (see But business is not war, and it isn’t immediately clear what terms like “tactical” and “strategic” might mean for businesses or whether thinking in such terms helps businesses survive and grow.In this guest post, my friend and colleague Dean Lenane takes on this question and, in the best tradition of John Boyd, tests his answer in the marketplace.I had the privilege of working with Dr. W. Edwards Deming during the early 1980’s when he was reintroduced to the American business environment. I was blamed for online computer conferencing on the IBM internal network (larger than the arpanet/internet from just about the beginning until sometime late 85 or early 86) in the late 70s & early 80s. I might suggest reading John Allspaw’s thesis for approaching internet service incidents. There was a sense that it was possible to drop an MBA into situation they knew nothing about and the first thing they would do is create a plan (biasing me against anything that starts with a plan … implying possible to do a plan w/o any information or knowledge).In the early 80s, a co-worker got interested in Spinney’s TIME article and found Spinney’s number and called him up. While the CEO handles the strategic circle, the COO is working the tactical circle and together they should try and push the circles together using all of the tools at their disposal so that they achieve compression and overlap between strategic, operational, and tactical levels. Since we can never recognize all of the variables that we are forced to deal with in any environment, we must be able to make a decision that we believe will give us the highest probability for success. However, they were just pocketing the money and continuing business as usual. This blog discusses OODA vs PDCA highlighting the main principles of each methodology and how they can help drive improvement.
