1. To Infinity (and Zero) and Beyond
Presented by
Dr. Bill Bellows
Associate Fellow
Pratt & Whitney Rocketdyne
Canoga Park, CA
President
In2:InThinking Network
Canoga Park, CA
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

9. Quiz

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

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

12. Q3: Pepsi Flavor Profile
Taste
Time

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

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

15. Q6: Satisfaction
How important is customer satisfaction?

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

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

18. 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?

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

20. InSights

26. Trip Report
ET Organization
Non-ET Organization

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

28. Q1: Alligator Skin

29. Q1: Alligator Skin

30. Q2: Arnold Palmer

31. Q2: Arnold Palmer

32. Q3: Pepsi Flavor Profile
Taste
Time

33. Possible Answers to Q3: Pepsi Flavor Profile
Taste
Time

34. Possible Answers to Q3: Pepsi Flavor Profile
Taste
Time

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

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

37. 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

38. “How the world we perceive
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

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

40. Q5: Time Management

41. 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

42. Management By Extremes

43. Management By Extremes
Zero
Infinity

44. 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

45. Twin Day
(AKA
Variation
Reduction
Day)

46. The Boeing Company - Vision 2016
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

47. Q6: Disappointment

48. Q6: Disappointment

49. Expectations
Value
Expectation
Disappointment

50. Expectation Dynamics
Value
Satisfaction
Expectation
Disappointment

51. Expectation Dynamics Value Delight Expectation Satisfaction
Disappointment

52. Assumptions
A better way to operate an organization is to invest resources with the ability to manage customer delight, satisfaction, and disappointment
Better investment results from discovering opportunities to invest
The discovery of opportunities for investment is limited by how thinking is conditioned

53. What is needed ?
Thinking that
promotes
better
discovery

54. Q7: Counting Straws

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

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

57. Interchangeable Parts

58. Interchangeable Parts ??
Space Shuttle Main Engine

59. Interchangeable Parts ??

60. 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 ?

61. Q9: Cutting Wood
target

62. Q9: Cutting Wood
target

63. W. E. Deming on Quality
“A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market”
Source: The New Economics, W. Edwards Deming, 1993

64. Philip Crosby on Quality
“Zero defects is another way of saying ‘do it right the first time’”
Quality is defined as conformance to requirements
Source: Let’s Talk Quality, Philip Crosby, 1989

65. Defects Frequency Hole Diameter, inches 350 300 250 200 150 100 50
0.2298
0.2299
0.2300
0.2301
0.2302
0.2303
0.2304
0.2305
0.2306
0.2307
0.2308
0.2309
0.2310
0.2311
0.2312
0.2313 50
100
150
200
250
300
350
Hole Diameter, inches
Frequency
LOWER SPEC LIMIT
295
UPPER SPEC LIMIT
101 42
121
206
166 80 31 12 10 1 5 7 2

66. Genichi Taguchi on Quality
“Quality is the minimum of loss
imparted to the Society by a product after its shipment to a customer”
Source: Introduction to Quality Engineering , Genichi Taguchi, 1983

67. Taguchi’s Quality Loss Function
“Loss to
Society”
Lower
Specification
Limit
TARGET
(desired
value of
parameter)
Upper
Specification
Limit

68. A Better View
“The Taguchi Loss Function is a better view of the world”
W. Edwards Deming
Source: Out of the Crisis, W. Edwards Deming, 1986

69. 10: Addition 1 + 1 = ??? Quality Loss
Dr. Taguchi has uniquely defined quality in terms of "minimizing loss to society". This presentation will offer a view of ongoing activities at The Boeing Company to promote better thinking as a means to achieve better doing, which can be translated into minimizing losses to society and Boeing. These efforts involve a focus on variation management, seeing systems, and investment thinking.
1 + 1 = ???

70. 10: Addition
Quality Loss
Dr. Taguchi has uniquely defined quality in terms of "minimizing loss to society". This presentation will offer a view of ongoing activities at The Boeing Company to promote better thinking as a means to achieve better doing, which can be translated into minimizing losses to society and Boeing. These efforts involve a focus on variation management, seeing systems, and investment thinking.
“You think because you understand one you must understand two, because one and one makes two. But you must also understand and.”
Donella Meadows

71. Better Thinking About Thinking

72. Utilization of Thinking
A closing reminder of the need to routinely ask questions about connections, to practice the principal of water logic. To do so is to prompt investment thinking decisions.
Future State
Resource & Relationship Management (Striving for Balance)
Thinking & Learning Together - Then Working Together
Managing Customers’ Expectations
Continuous Investment
Using Thinking for Alignment
InThinking and Enterprise Thinking

73. Imagine the Possibilities...
when operating in an “Enterprise Thinking” environment
if we could develop a broader appreciation of “continuous and connected learning”
if we could develop a deeper appreciation of “working together,” “learning together,” and “thinking together”

74. Imagine the Possibilities...
and the markets we could create
Working Together
Investing Together
Designing Together
Building Together
Learning Together
Thinking Together
Leading Together

75. Visioning “it’s not what the vision is that is important...
it’s what the vision does...”
Robert Fritz
Source: The Fifth Discipline, Peter Senge, 1992

76. Questions/Comments/Feedback: Bill Bellows
Additional Information
In2:InThinking Network