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To Infinity (and Zero) and Beyond

To Infinity (and Zero) and Beyond

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To Infinity (and Zero) and Beyond

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  1. To Infinity (and Zero) and Beyond Presented by Dr. Bill Bellows Associate Fellow Pratt & Whitney Rocketdyne Canoga Park, CA 818-586-6579 william.bellows@pwr.utc.com President In2:InThinking Network Canoga Park, CA 818-489-3009 bill@in2in.org October 23, 2009 ASQ Orange Empire’s Quality Day, Santa Ana, CA

  2. 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.

  3. Agenda • Aim • Quiz • InSights • Interchangeable Parts • Better Thinking About Thinking

  4. Aim Introduce the potential energy of integrating the management theories and thinking of Dr. Genichi Taguchi Dr. Russell Ackoff Dr. W. Edwards Deming Dr. Edward de Bono and many others...

  5. Decisions “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

  6. Tank Engines and Rocket Engines

  7. RS-68

  8. Quiz

  9. Q1: Alligators What is the leading use of alligator skin in the United States today?

  10. Q2: Arnold Palmer Describe how to make an Arnold Palmer (drink)

  11. Taste Time Q3: Pepsi Flavor Profile

  12. Q4: Automobile Tires Who makes the best automobile tires in the world today?

  13. Q5: Time Management How much time is spent discussing parts which are good and arrive on time?

  14. Q6: Satisfaction How important is customer satisfaction?

  15. Q7: The Last Straw Did the last straw break the camel’s back?

  16. Q8: Grades What letter grade is required for all parts purchased? Maserati Gran Turismo RS-68

  17. Q9: Cutting Wood Given a piece of wood that will be cut into 2 pieces.... how many lines will be drawn across the top face before the cut is made?

  18. Q10: Addition Under what conditions does one plus one equal 2?

  19. InSights

  20. ET Organization Non-ET Organization Trip Report

  21. ET Organization Non-ET Organization Trip Report (physical) (people)

  22. Q1: Alligator Skin

  23. Q1: Alligator Skin

  24. Q2: Arnold Palmer

  25. Q2: Arnold Palmer

  26. Taste Time Q3: Pepsi Flavor Profile

  27. Taste Time Possible Answers toQ3: Pepsi Flavor Profile

  28. Taste Time Possible Answers toQ3: Pepsi Flavor Profile

  29. Black & White Absolutes Good/Bad, Up/Down Categories Shades of Gray Continuum Relative Wholeness Styles of Thinking

  30. Q4: Automobile Tires Who makes the best automobile tires in the world today?

  31. InThinking & Enterprise Thinking Increase individual awareness on thinking (InThinking) Evolve the way we behave Evolve the way we think together (Enterprise Thinking) Evolve the way we run our organizations

  32. Perception & 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

  33. ET Organization Non-ET Organization Trip Report (physical) (people)

  34. Q5: Time Management

  35. Decisions “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

  36. Management By Extremes

  37. Management By Extremes Zero Infinity

  38. Present State • Reducing Cost, Waste, Inventory, Variation, etc • Talk about “Working Together” • Striving for “Zero Defects” • Striving for “Zero Waste” • Striving for “Satisfaction” • Continuous Improvement • Using Metrics for Alignment* *without a thinking transformation

  39. Twin Day (AKA Variation Reduction Day)

  40. 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 The Boeing Company - Vision 2016

  41. Q6: Disappointment

  42. Q6: Disappointment

  43. Expectations Value Expectation Disappointment

  44. Expectation Dynamics Value Expectation Satisfaction Disappointment