http://outofthecrisis.org/ Applying the principle of Dr. W. Edwards Deming to an auto repair business en_EN Copyright © 2008 laltazan@cox.net Wed, 07 Jan 2009 03:16:10 -0600 20 Subdreamer RSS Syndicator I think it is no accident that Deming management helped raise Japan from the ashes of WWII and never really took hold in the West. Cultural differences were certainly a factor. Japanese society has long ago realized cooperation is their best way getting ahead. Western society tends to almost exclusively reward individual effort. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=74 Louis Altazan More Information Sat, 13 Dec 2008 14:21:44 -0600 Many excuses have been offered for the possible demise of the Big Three. Competition and unions are two of the favorite scapegoats. Without being overly wordy, I would like to offer a different view. I think there are ramifications applicable to any business. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=72 Louis Altazan More Information Thu, 20 Nov 2008 01:22:54 -0600 I recently received an article from a friend. In it were examples of people being promoted because they did a great job. Everyone has seen examples of the great salesperson, who becomes the mediocre sales manager and so on. Still, it is in the nature of people to seek promotion, a feeling of moving ahead. Is it time business redefines promotion? http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=71 Louis Altazan More Information Sun, 05 Oct 2008 16:04:21 -0600 Observation of the political system can be a great aid to those who would wish to become better managers. Not in the sense of emulating the behavior or [lack of] results, rather in the way a wise man learns from a fool. That is by watching their behavior and extracting the lessons they seem incapable of learning. For instance an almost total lack of leadership. Following are a short list of observations to illustrate my point. A leader might by avoiding such behavior, become a far better leader, in my opinion. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=70 Louis Altazan More Information Sun, 21 Sep 2008 16:04:27 -0600 In identifying the true cost of materials [parts,] the process begins with identifying as many variables as possible. This can be an accumulative process over time and absolute accuracy is not vital to results. With material [part] cost, several of the variables include: http://outofthecrisis.org/index.php?categoryid=19&p2_articleid=69 Louis Altazan Alternative Pricing Thu, 28 Aug 2008 00:28:38 -0600 At the time I did not realize, my mother was a wonderful leader. She never officially assumed the roll, nor attempted to usurp my father. Yet through her insight, example and support the family accomplished her aims, and were all far better for the experience. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=68 Louis Altazan More Information Sun, 24 Aug 2008 20:33:00 -0600 Many years ago, I subscribed to the theory that there was a "cycle of business." A busy time and slower times. Whenever business would slow down, I "knew" it was the cycle, and not anything I had done. This was comforting, but somehow left me with a problem.  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=67 louis More Information Tue, 13 May 2008 00:44:47 -0600 Lucien certainly provided an inspiration to me, though he may have never known. I think in managing a business it may be helpful to consider who may be watching and what message one might wish to convey.  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=66 louis More Information Wed, 26 Mar 2008 02:03:00 -0600 Point eight of the Deming philosophy states, work to remove fear. How might this apply to an auto repair shop? Most would acknowledge there is fear present, but may not realize the scope or consequences. For instance everyone is familiar with fear of the unknown. Managers fear implementing new concepts, they resist growth and fear what the future may hold.  http://outofthecrisis.org/index.php?categoryid=24&p2_articleid=65 louis Work To Remove Fear Sun, 16 Mar 2008 20:58:24 -0600 When we do things for others, most people expect some sort of recognition. Payment, a thank you, maybe a future favor. This may simply be human nature, an unwritten rule of reciprocity. As long as the give/take remains balanced there is seldom a problem. Problems sometimes develop over time when either or both parties fail to understand fully.  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=64 louis More Information Wed, 12 Mar 2008 20:40:48 -0600 This may sound a bit archaic, the thought that work can be enjoyable. Clearly, in our society, work is that which we do to earn enough so that we no longer have to do it. Often we work so that we can retire and no longer have to work. The thought of work as enjoyment for most is quite strange.  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=63 louis More Information Sun, 02 Mar 2008 16:31:48 -0600 Once upon a time there was an industry that produced toasted bread for clients. The clients would come in and tell the Serving Administrator (SA) how they would like their toast. The SA would write the order and send it to Staff, Heating, Operations and Preparations (SHOP).  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=62 louis More Information Sat, 19 Jan 2008 17:59:25 -0600 Many, many years ago, and far, far away, there was an ogre named Dummkopf. Dummkopf owned a carriage repair shop. The shop had been fairly busy in the past, but the kingdom was in the midst of a recession and now business was off. Dummkopf knew it was not his fault, but he just barely making a living . . .  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=61 louis More Information Sat, 15 Dec 2007 14:10:02 -0600 On this website you will find the teachings of Dr. W. Edwards Deming. We explain how to apply those principles to managing an automobile repair shop, and show just how profitable that knowledge can be in net income, productivity and in employee and customer loyalty.  http://outofthecrisis.org/index.php?categoryid=21&p2_articleid=60 Bud Scannavino Out of the crisis Fri, 09 Nov 2007 23:35:18 -0600 There was an intersection that had a thirty-percent higher than average accident rate. The city held a meeting and decided this was unacceptable and set a goal to reduce accidents by 10% a year for three-years. They announced the goal with a great deal of fanfare and sent out a memo to all departments . . .  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=59 louis More Information Sat, 27 Oct 2007 13:49:38 -0600 Part One discusses some intangible behavior that can bring about de-motivation. I use the term de-motivation, because I believe all normal people are, by nature motivated. I feel motivation is the natural state of normal beings and lack of motivation is a "caused" state. If this is the case, the current notion that people can be motivated is incorrect. Rather they are already motivated and in order for this behavior to manifest, the causes [de-motivators] must be removed.  http://outofthecrisis.org/index.php?categoryid=20&p2_articleid=58 louis Motivation Thu, 25 Oct 2007 00:32:09 -0600 Many times I have written on the topic of removing de-motivators.  I am not sure I have been clear on exactly what a de-motivator is.  I define de-motivators as things that either destroy motivation or block it from coming out, by removing the enjoyment of a job well done.  De-motivators can clearly come in at least two types, tangible and intangible.  http://outofthecrisis.org/index.php?categoryid=20&p2_articleid=57 louis Motivation Wed, 17 Oct 2007 23:50:30 -0600 Getting people to exert effort for our aims is an age old dilemma. By nature people are endowed with the desire to conserve energy. Expending energy requires a reason and this survival technique is "hard wired" into our makeup. Management also realizes the more that is accomplished, the greater the profit. The more motivated the work force, the more likely things will be accomplished. This has been a struggle and typical management seems to be losing . . .  http://outofthecrisis.org/index.php?categoryid=20&p2_articleid=55 louis Motivation Sat, 13 Oct 2007 01:00:08 -0600 Motivation has been extensively studied though the information has rarely filtered into management practice.  What has largely been embraced is that pay must be tied to production.  It is also largely accepted that more pay should result in more motivation.  Neither theory can be supported by data, nor application, as far as I can see.  http://outofthecrisis.org/index.php?categoryid=20&p2_articleid=56 louis Motivation Fri, 12 Oct 2007 01:18:51 -0600 In order to bill by the hour, an acurate service rate per hour must be known.  Here are some ideas on how it might be done.  http://outofthecrisis.org/index.php?categoryid=19&p2_articleid=54 louis Alternative Pricing Sun, 30 Sep 2007 20:50:39 -0600 In practice this makes us more competitive on the jobs we do best and less on jobs others use as loss leaders. Since 1995 this has never been a problem. Once people get used to guaranteed and fair pricing, they tend to return for all of their service and recognize the fallacy of price shopping and come-on pricing.  http://outofthecrisis.org/index.php?categoryid=19&p2_articleid=53 louis Alternative Pricing Sun, 30 Sep 2007 20:24:49 -0600 One of the four things Dr. Deming said were necessary for management was the theory of knowledge. He held that knowledge comes from theory; without theory there is no knowledge, only information . . . http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=52 louis More Information Fri, 21 Sep 2007 21:23:27 -0600 In part three we discussed the Study phase of PDSA [Plan, Do, Study, Act.] The study phase is extremely important and must be done totally objectively. If not the entire process will fail. We cannot decide ahead of time what we think will happen and then ignore results that contradict our theory. This may seem like common sense, but is very often done in practice.  http://outofthecrisis.org/index.php?categoryid=17&p2_articleid=51 louis Learning with PDSA Mon, 03 Sep 2007 01:06:12 -0600 In part two, we discussed the DO in PDSA [Plan, Do, Study, Act.] In the Do phase we decided how to execute the plan and implement it on a limited basis. From the Plan phase we have a theory of what we think will happen. Without this theory, there will be no knowledge gained. With our theory, we will gain knowledge, whether or not our theory is upheld or disproved.  http://outofthecrisis.org/index.php?categoryid=17&p2_articleid=50 louis Learning with PDSA Mon, 27 Aug 2007 00:56:09 -0600 When discussing improvement I often refer to Dr http://outofthecrisis.org/index.php?categoryid=18&p2_articleid=49 louis Suggested Reading Fri, 24 Aug 2007 23:16:21 -0600 In Plan which is part one of PDSA, a bit about planning was discussed. After finding a suspected root cause the plan of action is decided. Clearly this will not always be the only nor best solution. At this point it represents a theory we suspect will be helpful. Knowing this, it is necessary to test the theory, to see if it is valid. This will always be done on a small basis to limit liability. This next step is step two of PDSA, Do.  http://outofthecrisis.org/index.php?categoryid=17&p2_articleid=48 louis Learning with PDSA Fri, 24 Aug 2007 20:27:30 -0600 Point fourteen reminds me of a childhood riddle. If three birds are sitting on a fence and two decide to fly away, how many remain? The answer is three, deciding to fly away is not taking action to do so. Point fourteen is a clear call to action.  http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=47 louis Deming\'s 14 Points Wed, 22 Aug 2007 23:55:10 -0600 Point thirteen is very different from point six [institute training], though they are sometimes confused. Training, from point six, largely pertains to instruction in job related skills. Education and self-improvement are far more vast in scope. One is not better than another rather, they are complimentary.  http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=46 louis Deming\'s 14 Points Tue, 21 Aug 2007 23:21:28 -0600 Shop owners are normally pretty adept at dealing with problems. No/not enough cars to repair, rising insurance premiums, low profits, taxes, each is normally taken as a challenge and worked with. When it comes to "people problems" however, what I have seen is more of a shuffle and avoid strategy. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=45 louis Deming\'s 14 Points Tue, 21 Aug 2007 01:54:04 -0600 In this series of articles I hope to cover in depth the four phases of PDSA. How it is used and how it relates to Deming’s fourteen points. Continual improvement is the aim and every process in our operations might be the target. There is an old saying, "If it’s not broken, don’t fix it." Certainly little is gained from fixing things that work. In a business setting the term broken is relative. Basically everything that could be done better, quicker or less expensively is "broken."  http://outofthecrisis.org/index.php?categoryid=17&p2_articleid=44 louis Learning with PDSA Tue, 21 Aug 2007 00:58:01 -0600 I sensed very little happiness in this person with regard to his job. He was putting in an application for employment at the time. His reason was he did not make enough. I asked, "How much would be enough?" His reply, "It depends on what I have to do to earn it."  http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=43 louis Deming\'s 14 Points Fri, 10 Aug 2007 20:45:50 -0600 Over the years I have seen countless signs urging workers on. "You are responsible for your own safety!" Below the sign is a grinding machine that is not grounded, on a damp floor. There is no face shield and the guards are missing. The grinding wheel is ˝" from the tool rest and the wrong RPM rating for the machine. Safety is not taken seriously and the sign is a joke.  http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=42 louis Deming\'s 14 Points Sun, 05 Aug 2007 01:10:13 -0600 In the previous post, the use of Ishikawa [fishbone] diagrams was expanded a bit.  To show the diversity of uses for the tools mentioned in the previous post, I chose a bit of a different topic. Rather than a shop process, in this case, sales are being looked at. The chart represents things theorized as being important to sales, for company X. Sometimes, just the exercise of producing such a chart can help bring out helpful ideas. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=41 louis SPC and Simple Tools Sat, 04 Aug 2007 18:50:28 -0600 I\'ve been asked for additional examples of using the tool from the previous post.The theory accepted by Company X is, increasing quality reduces rework, lessens the need for inspection and thus lowers cost. This represents one of the major reasons for continual improvement. No longer would Company X compare themself to a trade standard or their competition. Rather comparison would be made to the company’s previous best, with an eye to improvement. SPC would be used to verify results. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=40 louis SPC and Simple Tools Sat, 04 Aug 2007 18:43:38 -0600 In part II, Company X used SPC and the PDSA cycle to improve their scheduling.Company X now had substantially reduced the number of no shows on their schedule. The new upper control limit was three [3 times the square of the mean,] down from six. This meant they could now schedule their time more accurately, which resulted in more clients served per week. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=39 louis SPC and Simple Tools Sat, 04 Aug 2007 18:06:25 -0600 Part one ended with the question, "Can we say the plan accomplished its objective>?"First, let me apologize for being intentionally misleading. I chose this example for a specific reason and to make a couple of specific points. The first point is, statistics can guide a manager more accurately than numbers or math alone. Second, you must understand the rules, which were not fully disclosed. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=38 louis SPC and Simple Tools Sat, 04 Aug 2007 17:55:49 -0600 In part three of Better Decisions I touched on statistical process control (SPC) by using a simple run chart. The run chart is one of my favorites, because it’s easy to use and gives good results. There are also several other type charts that give better results with certain types of data. Interpreting chart results and even which chart is best used is a field unto itself and out of the scope of casual discussion. The enclosed reading list offers far more information. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=37 louis SPC and Simple Tools Sat, 04 Aug 2007 17:38:14 -0600 In part two I went a bit more in depth about common and special causes. These apply to more than just problems, per se. Almost any data can be more correctly viewed in this context and more information gained. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=36 louis SPC and Simple Tools Sat, 04 Aug 2007 17:20:58 -0600 In part one I touched on special and common cause problems. While the outcome may be similar, the way of solving each is vastly different. There are two possible mistakes in choosing a solution. Treating a special cause like a common cause and treating a common cause like a special cause. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=35 louis SPC and Simple Tools Sat, 04 Aug 2007 17:08:02 -0600 I was speaking with a gentleman once about Dr. W. Edwards Deming. He replied, "Oh, that’s the guy that says problems are never the fault of the employees." Many times human nature seems to think as an all or nothing process. Dr. Deming never said anything to the effect that problems were never the fault of employees. Instead, he recommended using statistical methods to more accurately determine the nature of problems and a more likely correct solution. http://outofthecrisis.org/index.php?categoryid=16&p2_articleid=34 louis SPC and Simple Tools Sat, 04 Aug 2007 16:57:40 -0600 Good automotive service, it’s very difficult to find. Not only does it take two to three days to get the vehicle back, often it’s not fixed the first time. Better shops often have a week or longer waiting lists for appointments. Whatever happened to the "good ole guy" at the gas station that could fix anything? The answers may be a surprise . . . http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=33 louis More Information Fri, 03 Aug 2007 21:31:04 -0600 My experience with point nine is most auto repair shops don\'t think they have staff areas [departments.] Shops tend to see this as something large business has and overlook the value of point nine. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=32 louis Deming\'s 14 Points Mon, 23 Jul 2007 14:43:59 -0600 I believe fear serves several purposes. In some instances it can be helpful. A certain amount of fear of the unknown can serve to protect a person from danger. There is also illogical fear, which has little basis in fact. It is toward this type of fear I feel point eight is directed. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=31 louis Deming\'s 14 Points Sun, 22 Jul 2007 20:22:30 -0600 I believe leadership involves a great deal more than supervision. For instance, I think leadership must also include setting the example. I feel a leader must always act in the manner he would like those who follow him to act. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=30 louis Deming\'s 14 Points Fri, 20 Jul 2007 19:02:48 -0600 I have spoken with many shops that attend a great deal of training. Yet my observation is the company is not making money. In many cases this is despite relatively high pricing. Technicians install parts that must be removed and installed again. Mis-diagnosis is a common occurrence. This often results in loss to the company or client’s invoices escalating from the price quoted. The training taking place seems to me to be ineffective http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=29 louis Deming\'s 14 Points Thu, 19 Jul 2007 01:00:00 -0600 Sincere expressions of appreciation of work well done is a sign of leadership. Appreciation can be monetary, though it need not be. Sometimes a sincere thank you is worth more than money. Opportunity is also very important. People generally like to feel they are advancing in their career. http://outofthecrisis.org/index.php?categoryid=15&p2_articleid=28 louis Incentive Pay Sun, 15 Jul 2007 02:39:41 -0600 I feel a big step in restoring intrinsic motivation is to stop using pay, or lack of it as a management system. Rather pay a person enough, so that their needs are met. In this manner money is no longer a desperate need. People are comfortable and free to concentrate on greater things. A person who is starving or thirsty will think of little else. A person that has their financial needs met can concentrate on higher qualities in life. http://outofthecrisis.org/index.php?categoryid=15&p2_articleid=27 louis Incentive Pay Sun, 15 Jul 2007 02:38:25 -0600 Most people will fall into one of three general groups, in response to incentives. This of course assumes they are all given a fair distribution of task and are all doing the same type of work. Group one can meet the criteria for the incentive at their normal pace, and will do so. They usually think the incentive is okay. Some like the fact that it provides a choice as to income. In my experience such people would perform equally well if paid the same amount with no incentive attached. http://outofthecrisis.org/index.php?categoryid=15&p2_articleid=26 louis Incentive Pay Sun, 15 Jul 2007 02:35:26 -0600 People can be manipulated [coerced, controlled] as long as they need and do not have enough of whatever is offered. A man will do almost anything for a glass of water, if he is dying of thirst. Once his needs are met, additional water will do little to motivate them. http://outofthecrisis.org/index.php?categoryid=15&p2_articleid=25 louis Incentive Pay Sun, 15 Jul 2007 02:34:35 -0600 Incentives are so much a part of life in the automotive industry, it may be hard to imagine life without them. Flat rate, commission, piece work, bonuses, they go by many names and very few question the practice. Many will cite individual faults, within individual plans, but the concept is rarely called into question. http://outofthecrisis.org/index.php?categoryid=15&p2_articleid=24 louis Incentive Pay Sun, 15 Jul 2007 02:30:09 -0600 With point five I feel Dr. Deming introduces the concepts of systems thinking and continual improvement.  Both are at the very heart of his philosophy.  Seeing auto repair [or any business]  as a system of processes may make it easier to improve.  With continual improvement, things are no longer viewed as “good enough.”   Rather they are viewed as an opportunity to improve. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=23 louis Deming\'s 14 Points Thu, 12 Jul 2007 23:53:52 -0600 Businesses may clearly see this with regard to their own service.  Any shop might wish clients to realize the value they provide, beyond price alone.  More to the point, this same philosophy needs to be practiced by business, when making purchases. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=22 louis Deming\'s 14 Points Thu, 12 Jul 2007 23:51:18 -0600 In my experience this is one of the most misunderstood points.  I must confess a good deal of confusion myself.  Kindly, Dr. Deming clarified this for me.  He is not saying to eliminate all inspection.  He clearly acknowledges in cases it is beneficial.  http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=21 louis Deming\'s 14 Points Thu, 12 Jul 2007 23:47:22 -0600 Individual success is very personal and may be defined in a number of ways.  In business, success is normally equated to a business meeting the purpose [aim] for which it was established. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=20 louis Deming\'s 14 Points Thu, 12 Jul 2007 17:39:59 -0600 To me, the new philosophy, very simply stated is that improved quality results in lower cost.  This is quite contrary to the old industrial model of quality many people still accept.  In the old model, quality was obtained largely through inspection. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=19 louis Deming\'s 14 Points Thu, 12 Jul 2007 12:14:39 -0600 In my experience, the basis of Dr. Deming’s work, is that improved processes produce higher quality output.  Higher quality output increases production and lowers cost, by the removal of rework, obstacles to production, inspection and other non-value added steps. Central to the theory are his fourteen points. Deming taught, the fourteen points were all necessary and not a list from which to pick and choose.  The failures I have experienced others having with the philosophy are normally a result of that practice.  What I present is my interpretation of these points, as I understand them. http://outofthecrisis.org/index.php?categoryid=14&p2_articleid=18 louis Deming\'s 14 Points Thu, 12 Jul 2007 11:35:23 -0600 When I was a young boy, I once asked my Grandmother what things were like during the great depression . . .   http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=17 louis More Information Wed, 11 Jul 2007 20:01:38 -0600 An old adage goes, "Employees feel they don’t make what they are worth and employers think their employees are overpaid." One explanation is employees may measure their contribution in terms of their potential. Managers instead, tend to measure outcomes. The discrepancy in potential may be as much as fifty-percent. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=16 louis More Information Fri, 06 Jul 2007 01:44:23 -0600 It has been my experience in life that those with whom we associate tend to influence our thoughts, opportunities and even possibly our potential. I feel this is seldom more so, than when choosing an employer in the auto repair trade. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=14 louis More Information Sun, 17 Jun 2007 00:46:32 -0600 The word efficiency brings about different reactions from different people. Most managers embrace the concept wholeheartedly, at least as it applies to those that work for them. Many times workers are less enthusiastic about the concept. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=13 louis More Information Sun, 10 Jun 2007 23:52:37 -0600 Thibeaux (pronounced Tee Bow) owned a small hardware store. It was no larger, better stocked, are much different than the other hardware stores in town. Thibeaux did a good business mostly because he was convenient to his group of clients. As time passed a few more hardware stores opened and Thibeaux started to notice a drop in sales. Not drastic at first, just a slow day every now and then. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=12 louis More Information Tue, 05 Jun 2007 18:54:03 -0600 Bob sees himself as the voice of authority, "Do it this way because I say so." John sees himself as someone who enables, "What do you need to best get this done?" http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=11 louis More Information Fri, 01 Jun 2007 22:26:49 -0600 When discussing improvement I often refer to Dr. W. Edwards Deming. His work is the basis I have used to build my own business. Occasionally I am also asked where a person might learn more about Dr. Deming\'s philosophy.  http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=10 louis More Information Thu, 17 May 2007 00:19:39 -0600 The cost of solving these problems is relatively low, the cost of allowing them to exist is unknown and perhaps unknowable http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=9 louis More Information Sun, 13 May 2007 22:40:21 -0600 I believe, "the market" is the people that a business, through knowledge, skills and product is able to attract and retain. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=8 louis More Information Sat, 12 May 2007 22:29:28 -0600 Did the dinosaurs realize what was happening to them? For millions of years they did exactly the same things that always worked in the past. Unfortunately for them, the world was changing. Creatures that were able to adapt survived, those that could not perished. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=7 louis More Information Fri, 11 May 2007 01:08:26 -0600 What happened to company A? Why is Company B successful? How does this relate to the auto repair industry? http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=6 louis More Information Fri, 11 May 2007 00:53:49 -0600 The goal is happiness, and not just for the owner at the expense of everyone else. There are many stakeholders in a business, http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=5 louis More Information Thu, 10 May 2007 02:51:49 -0600 There is no instant pudding, when it comes to resolving business problems. Better outcomes or the result of improvements to the system that produces them, not gimmicks or tricks. http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=4 louis More Information Thu, 10 May 2007 02:37:17 -0600 Could this example have any applications today? http://outofthecrisis.org/index.php?categoryid=8&p2_articleid=3 louis More Information Thu, 10 May 2007 02:17:40 -0600