rethinking resource sharing n.
Skip this Video
Download Presentation
Rethinking Resource Sharing

Loading in 2 Seconds...

play fullscreen
1 / 25

Rethinking Resource Sharing - PowerPoint PPT Presentation

  • Uploaded on

Rethinking Resource Sharing. Edward D Rothman Professor of Statistics University of Michigan. W Edward Deming. 1900-1993 American Statistician Contributions included a transformation of the Japanese automobile industry from low quality to high quality

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Rethinking Resource Sharing' - ofira

Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
rethinking resource sharing

Rethinking Resource Sharing

Edward D Rothman

Professor of Statistics

University of Michigan

w edward deming
W Edward Deming
  • 1900-1993
  • American Statistician
  • Contributions included a transformation of the Japanese automobile industry from low quality to high quality
  • See the white paper “If Japan can why can’t we….” 1981 on NBC
system thinking
System Thinking
  • A collection of components that come together repeatedly for a purpose
  • Our job is the achieve the purpose
  • This requires an ability to plan to meet customers needs and wants and to act
  • The key is a useful theory and action based on the theory.
why do we need this
Why do we need this?
  • Many standard approaches to management place emphasis on aspects of the system.
  • For instance, measurement, MBO, and work standards are designed to make us more efficient.
  • Principle: High efficiency may not be an effective way to move us forward.
for anne gregory w b yeats
For Anne Gregory-W.B. Yeats
  • Interrogator:
  • “Never shall a young man,
  • Thrown into despair
  • By those great honey-coloured
  • Ramparts at your ear,
  • Love you for yourself alone
  • And not your yellow hair.”
and anne gregory replies
And Anne Gregory replies,
  • “But I can get a hair-dye
  • And set such colour there,
  • Brown, or black, or carrot,
  • That young men in despair
  • May love me for myself alone
  • And not my yellow hair.”
interrogator responds
Interrogator Responds:
  • “I heard an old religious man
  • But yesterday declare
  • That he had found a text to prove
  • That only God, my dear,
  • Could love you for yourself alone
  • And not your yellow hair.”
optimization means achieve the purpose
Optimization Means Achieve the Purpose
  • In the last example, we want to have high throughput yet little work in process (W.I.P.)
  • Operate step 1 at 40% efficiency.
  • Look at the rate limiting step---move this to a higher level if the customer demands more.
  • Recognize that those steps that do not limit throughput, have excess capacity. What other uses can we make of step 1?
  • The purpose of the system is an assertion that represents a win for everyone.
  • By everyone we mean suppliers, people in the process and customers.
  • We measure success by looking at how we move towards achievement of the purpose.
  • Principle: Optimization of a measurement can be suboptimal for the system.
first steps
First Steps
  • Identify the participants
  • Learn the needs and wants of each party
  • For each participant, ask why again and again…
  • Find the purpose
  • Example: Your 14 year old daughter wants to attend a party at a friends house. Seeks permission to return at midnight. Dad wants her home at 10 PM.
mission purpose
  • To (expand and promote---to provide information---) information accessibility to the …….community
the learning process
The Learning Process
  • The system design must recognize variation. Seek robust methods—those that work well under a wide variety of circumstances—but also understand the need to adapt and change.
  • Deming Learning Cycle-Plan-Do-Study-Act
  • Rothman-Rabkin: IPCAR—Imagine, Predict, Choose, Act, Review
voice of the customer
Voice of the Customer
  • Many systems fail when we allow the least informed to move us from step to step.
  • The customer usually knows least about the process.
  • However, they can describe features of the ideal process. (e.g. wait time for service)
  • What features of the process can they help us understand?
  • In responding to the voice of the customer make sure we understand the implications.
  • Ex. A hospital clinic adds examining rooms to reduce patients wait time in the clinic entryway.
  • Use a Pareto chart to identify the most common issue or the most painful issue. Work on these priorities first.
voice of the process
Voice of the Process
  • You define the process and should highlight features that are important to the customer
  • Language is a key element—
    • You need operational definitions of all measurements, there is no true value
    • The language you use internally may differ from the customers language
  • Measurements are used to focus attention on aspects of the process
some principles
Some Principles
  • Attempt to move upstream in the process rather than focus on symptoms. (Ask why again and again…)
  • The solution is often at the interface of the units, people, departments…. and not within these areas.
  • Technology is nice but often opportunities are found that cost little and deliver much.
measurement system
Measurement System
  • Must be aligned with the process purpose
    • Consider that a grade point average creates a distinct purpose –
  • The measurement is a model of the system—just as a photo is a reflection of only aspects of the subject.
    • It is possible to improve the measurement at the expense of the process.
    • When an improvement in the measure is observed ask “What was done?”
  • Outcomes such as time to deliver
  • Predictors—Outcomes are too late and too expensive to change—we need to move upstream to make improvements
  • Time –order-spatial data to learn about stability
  • Stratifying variables—related to outcomes and to the groups compared
time order
  • Most systems are such that even when the inputs are fixed, the outputs vary. For instance, not every request will be met in exactly the same number of hours.
  • When the proportion of outcomes of a certain type remain the same from day to day—the process is said to be stable.
  • The question you ask depends on whether a system is stable!
common cause
Common Cause
  • When a system is stable ask- What is the common cause of the variation?
  • When a system is unstable ask—What is the special cause of the event?
  • Example: A child spills milk…..
  • The way we decide whether a system is stable is by plotting the values against time or order.
stratifying variables
Stratifying Variables
  • Average days to completion of request for two libraries:
  • A: 3 days
  • B: 4 days
  • Is it possible that B always provides faster service than A?
  • Stratum I
  • A: 2 days proportion 5 of 6
  • B: 1 day proportion 1 of 4
  • Stratum II
  • A: 8 days proportion 1 of 6
  • B: 5 days proportion 3 of 4
learning culture
Learning Culture
  • Will Rodgers once said; “even if you’re on the right track, you’ll get run over if you just sit there.”
  • Beware of leaning disabilities –”I am my position”, “the enemy is out there”, “fixation on events”, “politics makes sameness an asset”
  • Don’t engage in wack-a-mole
  • Avoid benchmarking, numerical goals without a plan, and competition between units (people)..
thanks you
Thanks You
  • Questions?