Yesterday, they published the second in my series of three posts for them:
Here’s a picture of the plant, taken a few years ago after its closure (a victim of the GM bankruptcy, I guess):
I walked in those doors every morning… from June 1995 to June 1997.
My post for the Deming includes this excerpt:
“General Motors wasn’t my ideal workplace… [but they] promised me a different type of workplace (one that existed, at least, at this plant), one based on the Deming philosophy. I was probably the only kid coming out of college who recognized or cared about that. But, it really mattered to me.
Sadly, it didn’t take very long to realize that the plant had a very traditional management style, very traditionally combative labor/management relations, and a typical blame-and-shame, command-and-control environment that made people miserable and didn’t deliver quality to the customer or any of the right business results.”
Why had the Livonia experiment failed? Read the whole post here.
What are lessons learned to think about for healthcare and Lean initiatives that have fallen by the wayside, like these two:
I hope you’ll read the Deming Institute post. What do you think about these scenarios?
Coming soon, Part Three in the series:
Reflections on Dr. Deming’s Hospital Notes – What Has Changed Since 1987?