Management Books

• Statistics for Experimenters: Design, Innovation, and Discovery by George E. P. Box, William G. Hunter, J. Stuart Hunter
  Second Edition of this classic.

• Management Matters: Building Enterprise Capability by John Hunter
  The book provides an overview for viewing management as a system. It is largely based on those of Dr. Deming, along with natural outgrowths or extensions of his ideas such as lean manufacturing and agile software development. To achieve great results there must be a continual focus on achieving results today and building enterprise capacity to maximize results over the long term. Managers have many management concepts, pactices and tools available to help them in this quest. The challenge is to create and continually build and improve a management system for the enterprise that leads to success. The book provides a framework for management thinking. With this framework the practices and tools can be applied to build enterprise capacity and improve efficiency and effectiveness.

• Quality Improvement Through Planned Experimentation: 2nd Edition by Thomas Nolan, Lloyd P. Provost, Ron Moen
  An excellent handbook on how to use experiments to learn about your organization and how to use that knowledge to improve your organization. The book integrates Dr. Deming's ideas and design of experiments thinking. Forward by W. Edwards Deming. 3rd edition is on the way.

• The Essential Deming: Leadership Principles from the Father of Quality by W. Edwards Deming, Joyce Orsini
  The book is filled with articles, papers, lectures, and notes touching on a wide range of topics, but which focus on Deming's overriding message: quality and operations are all about systems, not individual performance; the system has to be designed so that the worker can perform well. Published in cooperation with The W. Edwards Deming Institute, The Essential Deming captures Deming's life's worth of thinking and writing. Dr. Orsini provides expert commentary throughout, delivering a powerful, practical guide to superior management. With The Essential Deming, you have the rationale, insight, and best practices you need to transform your organization.

• An Accidental Statistician: The Life and Memories of George E. P. Box by George E. P. Box
  From early childhood to a celebrated career in academia and industry, acclaimed statistician George E.P. Box offers personal insights and a first-hand account of his professional accomplishments in this insightful memoir. It features thoughts from more than a dozen researchers and practitioners on how Box shaped their careers; previously unpublished photos from Box’s personal collection; and Forewords written by two of Box’s closest colleagues and confidants. An Accidental Statistician is a charming, intimate account of a great intellect’s life that will appeal to math and engineering professionals.

Management Articles

• A Structured Approach to Rapid Process Development and Control by Raymond Augustin
  Illustrates the use various quality tools including a cause and effect diagram and QFD (house of quality). "By adhering to the road map described here, process development teams will be able to focus their energy and efforts on doing it right the first time, thereby delivering fully developed and optimized processes more quickly."

• Robust Experimental Strategies for Improving Upstream Productivity by Ronald D. Snee
  The solution to this problem is to use Lean principles to streamline the processes and procedures used to do the experimental work. Eliminating complexity and wasted time and effort results in experimentation being speeded up and scientists having more time to do creative work.

• Special Cause Signal Isn’t Proof A Special Cause Exists by John Hunter
  The control chart is a good way to keep us focused on common cause thinking for improvement. It is also very useful in flagging when it is time to immediately start using special cause thinking (since timing is key to effective special cause thinking)...

• Lay Off the Layoffs by Jeffrey Pfeffer
  "Despite all the research suggesting downsizing hurts companies, managers everywhere continue to do it. That raises an obvious question: why? Part of the answer lies in the immense pressure corporate leaders feel—from the media, from analysts, from peers—to follow the crowd no matter what. ... The facts seem clear. Layoffs are mostly bad for companies, harmful for the economy, and devastating for employees."

• Keys to the Effective Use of the PDSA Improvement Cycle by John Hunter
  "The PDSA cycle is a learning cycle based on experiments. When using the PDSA cycle prediction of the results are important... The plan stage may well take 80% (or even more) of the effort on the first turn of the PDSA cycle in a new series. The Do stage may well take 80% of of the time - it usually doesn't take much effort (to just collect a bit of extra data) but it may take time for that data to be ready to collect."

• Small Business Guidebook to Quality Management
  The aim of this guidebook is to help small businesses make the transition to a quality culture. While the focus of the guidebook is small businesses the information is helpful to anyone transforming and continually improving their organization.

• 7 Amish Habits to Make You Lean and Wealthy by Jon Miller
  "Permit experimentation. While each Amish community adheres to their rules or "Ordnung", there is local variation between communities. For various reasons communities chose to allow certain innovations."

• Operational Excellence: From Fragmented Vocation to Principle-Driven Profession by Steven Spear
  "Be it lean, six sigma, lean six sigma, business process excellence, reengineering, or TPS, the common objective is creating substantial and sustainable competitive advantage by managing the internal operations of organizations—across the spectrum of development, design, and delivery—to create exceptional differentials in performance across the dimensions of quality, cost, reliability, responsiveness, security, and agility."

• If Jon Stewart Can Do It, so Can You by Daniel Markovitz
  Jon Stewart "I’m a real believer in that creativity comes from limits, not freedom. Freedom, I think you don’t know what to do with yourself. But when you have a structure, then you can improvise off it." Dan "If something as evanescent as comic inspiration can be turned into a process, there’s no excuse for you to not create a process for your own work."

• Systems Thinking and the Three Musketeers - Deming's SoPK
  "So too will organizations move successfully into the future, through the use of Systems Thinking, by providing a clear aim that is not merely limited to profitability but to optimizing the entire organization, removing the forces that destroy a system, and promoting the positive interactions that create the - All for one, one for all - camaraderie found in the most successful organizations."

• How Do We Know What We Know? - Deming's SoPK Part IV by John Hunter
  "If we can break from such beliefs that are not useful in modern organizations, we can improve our decisions. Having a Deming-based theory of knowledge will help us break from those beliefs and it will help us be more thoughtful as we learn to question other management beliefs we hold (many of which simply are not useful - or cause harm). Understanding the theory of knowledge within the context of the Deming's System for Managing helps us more effectively and consistently learn and improve the processes and systems we work with. "

• Presenter and participants actually test software by Justin Hunter
  by Matt Heusser "The first session of the conference was Justin Hunter’s “Let’s Test Together,” which promised to not only introduce a new test design method, but to change the way we (the audience) think about software testing. ... It was a neat session and his passion came through"

• Why Lean Programs Fail by Jeffrey Liker, Mike Rother
  "a large survey conducted by Industry Week in 2007 found that only 2 percent of companies achieved their anticipated results... When we look at lean in this way it is not only a set of techniques for eliminating waste, but a process by which managers as leaders develop people so that desired results can be achieved, again and again. That means coaching people in practicing an improvement kata every day."

• Manage Better by Managing Less by John Hunter
  It can be tempting to cram your days full of activity to show how hard-working and vital you are. Finding time to think is hard enough; maxing out your capacity makes it next to impossible. Everyone agrees taking time to think is wise. But I have rarely seen managers make it a priority. Managers will say they value it, but they cram schedules so full that they can’t really spend time thinking.

• How An Aeron Chair Gets Built Every 17 Seconds
  "At Herman Miller, they average 1,200 'plan-do-check acts'--that is, little proposed changes to the assembly process--ever year. ... A decade ago, an Aeron took more than 600 seconds in total to build. Today, it’s about 340. Meanwhile, safety metrics have improved by a factor of 6. Quality metrics have improved by a factor of 10. A single Aeron takes one fifth of the labor to make that it once did. The actual factory itself is 10 times smaller. Today, Herman Miller is doing far more with the same labor force that was once producing a sum total of five different office chairs. Today, they produce 17, using roughly the same number of people. And all the while, lead times have shrunk from two months to as little as 10 days." "

• Managing Our Way to Economic Success: Two Untapped Resources by William G. Hunter
  "American organizations could compete much better at home and abroad if they would learn to tap the potential information inherent in all processes and the creativity inherent in all employees."

• How to Get a New Management Strategy, Tool or Concept Adopted by John Hunter
  "Often when learning about Deming’s ideas on management, lean manufacturing, design of experiments, PDSA… people become excited. They discover new ideas that show great promise to alleviate the troubles they have in their workplace and lead them to better results. But how to actually get their organization to adopt the ideas often confounds them..."

• Eight guidelines for closing the knowing-doing gap by Jason Yip
  "Why before How: philosophy is important. Focus on Why (philosophy, general guidance) before How (detailed practices, behaviours, techniques) ... Action counts more than elegant plans and concepts. Ready, fire, aim. Act even if you haven't had the time to fully plan the action..."

• Jerry Seinfeld’s Productivity Secret
  "Think for a moment about what action would make the most profound impact on your life if you worked it every day. That is the action I recommend you put on your Seinfeld calendar."

• A Lean Walk Through History by Jim Womack
  "Once you are sensitized to the depth of lean history, along with its many advances and setbacks, it's easy to begin filling in some of the other milestones: By 1765, French general Jean-Baptiste de Gribeauval had grasped the significance of standardized designs and interchangeable parts to facilitate battlefield repairs. (Actually doing this cost-effectively in practice was another matter and required another 125 years.)"

• Maximize Test Coverage Efficiency And Minimize the Number of Tests Needed by John Hunter
  "The steeper the slope the more efficient your test plan is. If you repeat the same tests of pairs and triples and… while not taking advantage of the chance to test, untested pairs and triples you will have to create and run far more test than if you intelligently create a test plan. With many interactions to test it is far too complex to manually derive an intelligent test plan. A

• A Little Enlightened Self-Interest
  "Great workplaces aren't born from some accidental confluence of motivated workers, bountiful benefits, and dogs in the office. They are created, purposefully, by leaders... Chouinard [Patagonia]: The title of my book is Let My People Go Surfing. It means I don't care when you work. All I care about is that the job gets done and the work is excellent. If you come in at 7 at night because you want to go surfing at 2 in the afternoon, that is fine with me. But it can't impact your fellow workers."

• It's Not Just Standing Up: Patterns for Daily Standup Meetings by Jason Yip
  "It is too easy to confuse effort with work. The stand-up should encourage a focus on moving work through the system in order to achieve our objectives, not encourage pointless activity. ... Post raised obstacles to an Improvement Board. This is a publicly visible whiteboard or chart that identifies raised obstacles and tracks the progress of their resolution. An Improvement Board can be updated outside of stand-ups and serves as a more immediate and perhaps less confronting way to initially raise obstacles."

Management Web Sites and Resources

• Markovitz Consulting by Daniel Markovitz
  Blog by Dan Markovitz on lean thinking and how managers can properly allocate their time.

• Life and Legacy of William G. Hunter by John Hunter, William G. Hunter
  George Box, Stuart Hunter and Bill wrote what has become a classic text for experimenters in scientific and business circles, Statistics for Experimenters. Bill also was a leader in the emergence of the management improvement movement. George Box and Bill co-founded the Center for Quality and Productivity Improvement at the University of Wisconsin-Madison. Bill Hunter was also the founding chair of the ASQ statistics division.

• The W. Edwards Deming Institute Blog by John Hunter
  

• Curious Cat Management Improvement Connections by John Hunter
  The aim of Curious Cat Management Improvement Connections is to contribute to the successful adoption of management improvement to advance joy in work and joy in life. The site provides connections to resources on a wide variety of management topics to help managers improve the performance of their organization. The site was started in 1996 by John Hunter.

• Personal Kanban
  "Despite our best intentions, life has a way of becoming complicated. People, tasks, responsibilities, deadlines, and even recreation all compete for our attention. The human brain however, simply does not respond well to the stress of juggling multiple priorities... here are only two real rules with Personal Kanban: 1. Visualize your work 2. Limit your work-in-progress"

• Hexawise - Combinatorial Software Testing by Justin Hunter, John Hunter
  This blog, by Justin Hunter, is about efficient and effective software test design strategies, including pairwise and combinatorial methods that are gaining traction in the testing community.

• Got Boondoggle by Mike Wroblewski
  "My lean experiences include learning directly from the original lean leaders including Dr. Shigeo Shingo. As a certified Six Sigma Black Belt, I believe quality is a cornerstone of all improvement actions. By sharing these experiences and insights, my hope is that you may benefit on your lean journey."