1. Prioritize problems.  Use the Pareto Principle (80/20 rule) to separate the trivial many from the vital few.  Sure 100 things are going wrong, but if you can concentrate on the most important problems first, some of the rest will just go away in the process.
2. Focus on problems you have control over.  Sort your issues based on how much control you have, for example: full control, partial control or no control.  Focus first on those problems you have full control over and ignore those you have no control over.  You have to fix your department problems first. Don’t try to solve problems in other areas before you have made sure your area is totally under control.
3. Utilize Root Cause Analysis.  Using a structure problem solving methodology like root cause analysis (RCA) ensures you are solving the right problem right.
4. Make decisions with Facts.  Opinions can lead you astray.  Be sure to collect data and make decision by hard facts.
5. Break the problem down.  Big problems are harder to solve.  Break the problem into manageable parts that can more easily be solved.
6. Use your team.  You are smarter as a group than as any one individual so empower your employees to involve your whole team to solve problems.
7. Break out of your paradigm.  Any problem can be solved using the right paradigm.  If you are up against an impossible problem then change your paradigm to find the solution.
8. Obtain objective input.  Sometimes a fresh new look at the problem from someone outside of your area can provide the insight missing to solve your problem.
9. Consider all possibilities.  Solutions that may not have worked in the past may work today.  Don’t get caught in the trap of thinking – if it was tried before it can’t work.  It might just work this time.
10. Hire a consultant. If all else fails, then maybe its time to hire a consultant.  Consultants bring an objective viewpoint free of your internal politics.  Consultants have a wider range of tools to use like value stream mapping.  And consultants have experience solving problems encountered at other companies.

Top 10 Ways Management Solves Problems

Value Stream Mapping

1. Prioritize problems.
2. Focus on problems you have control over.
3. Utilize Root Cause Analysis.
4. Make decisions with Facts.
5. Break the problem down.
6. Use your team.
7. Break out of your paradigm.
8. Obtain objective input.
9. Consider all possibilities.
10. Hire a consultant.

If you are having trouble improving your processes, certifying to ISO standards, or implementing lean, then contact Bizmanualz.  We will be happy to bring an objective viewpoint, improvement tools and experience gained from solving problems encountered at other companies.

A lean competitive advantage comes from mastering lean.  A few 5S Kaizen projects will not produce a competitive advantage.  Lean mastery requires a dedication and discipline just like a professional sport, the Olympics, or a concert virtuoso.  Most people do not want to put in the hard work that it takes to join the 1% club.  Today the kids in America do not want to go into science and engineering because it is too hard.  It is easier to move manufacturing to China than to implement lean mastery.

Lean is a path to world class status.  It should be sold to your organization based on being the best and not based on saving some money on a project basis.  People that are focused on being the best will do whatever it takes t and will receive the rewards that being the best delivers.  People focused on money are involved in the politics of money, which is not what lean is about.  Lean can save a few dollars, which is what the surveys show.  But, saving a few dollars is not lean mastery.  Dominating your industry is lean mastery and that is worth more than a few dollars.

To learn more about using process improvement programs for your organization, attend the next Implementing Lean Thinking class. If you are eager to learn more about creating more order out of the chaos you are feeling at work, then the How to Create Well-Defined Processes class is right for you.  ISO 9000 Quality Auditor classes are forming now for Internal Auditor. Call for information on having your own private in-house classes today.

1. Do you have a compelling vision for your company, that projects a remarkable future, but few of your employees have heard of it or could explain it if asked?
2. Do you have a company mission that addresses your customer needs, yet your operations fail to measure your progress towards your mission?
3. Do your business objectives focus on increasing revenue and profitability, yet your assets are performing poorly, generating negative cash flows, or encumbered by debt?
4. Do you talk a lot about your employees (positive or negative) without noting what your employee turnover or performance metrics are for your industry?
5. Do you spend a lot of time working IN your business on tactics, yet fail to spend a greater amount of time working ON your business to define your strategy, performance metrics, and your standard operating procedures (SOP)?
6. Do you have regular interactions with employees, yet fail to communicate the status of objectives, financials, or metrics?
7. Do you make money available for employee training, yet fail to measure how that training helps your company achieve its goals?
8. Do you constantly strive to improve your company’s performance, yet fail to compare your performance against external benchmarks for success?
9. Do you believe that your customers, employees, and vendors all love your company, yet you have no objective process for measuring their satisfaction on a frequent basis?
10. Do you produce forecasts and budgets, yet fail to achieve the agreed upon goals or learn from the experience to improve in the future.

Daily operational issues consume a lot of your time as a manager — too much for most managers.  Are you any different?  But, wouldn’t you like to build a superior organization that has easier access to new markets, keeps your best people, increase revenue and increase your profit margins?

You now have an opportunity to provide your organization with the methods, tools, and training to achieve superior results.  Bizmanualz has helped companies from all over the world build superior organizations with increased compliance, control, and customer satisfaction using standard operating procedures (SOP).

SOP Assistance is only a web click away to focus your company on meeting customer needs, measuring and managing the processes that fulfill those needs, and delivering the results that stakeholders, customers, and all involved demand from you.

Act now to prevent These Ten Management Mistakes from happening at your company.  Start by taking advantage of Bizmanualz comprehensive collection of policies, procedures, and forms designed  to drive your organization to the next level of performance.  Check out the many fine free samples to find the best practices you can use to grow your business into the business you have always wanted.

10 Considerations to Communicating with your Boss

1. Keep your boss informed. Your boss doesn’t like surprises.  If something bad has happened, its better they find out from you now then from someone else later.  If you want a better boss then keep them informed.
2. Meet with your boss frequently. It’s important to keep your boss updated on your progress, good and bad news, and what you might need help with in the future.  If you are struggling with an assignment or have finished early, let the boss know (see point 1).
3. Get your facts straight.  Opinions are not what the boss needs.  Management has a lot of their own opinions and if they want yours they will ask for them.  What management needs is unarguable objective evidence.  Subjective information will only weaken your argument.
4. Be prepared.  Think about what questions your boss may ask you and make sure you have researched the answers.  Not having the answers available when you are talking to your boss is wasting their time (see point 5).
5. Don’t waste the boss’s time. Keep updates short and to the point.  Explain the “bottom line”.  If you need something, be specific.  Saying “I need help” is undefined.  Instead say “I need [specific person’s name] help for 4 hours on this project.    The boss likes to make informed decisions and quick calculations of the impact.  To increase your productivity, try to increase your boss’s productivity too.
6. Don’t oversell. Once the boss has said yes, stop talking and say thank you.  If you keep explaining the reasons why, your boss may discover that your reasoning is faulty and take back the resource they just gave you.  After all, you got what you wanted so leave happy.
7. Focus on solutions. We all have problems.  Your boss has big problems.  So you do not want to add to their problems do you?  Instead, offer your solution.  Support your solution with the facts and how the problem is solved with your resource request.
8. Don’t get mad at the boss! You may not understand it but your boss has a lot of different pressures to work under.  Your proposal may be the best solution given the information you have but the boss has additional information or political battles to fight that do not have to be explained to you right now.
9. Feedback from the boss is not criticism. You may not like it but there is some truth somewhere in the feedback you call criticism.  Use the feedback to devise solutions and not to offer excuses.  Even if you think you are in the right, your message is not getting communicated to the boss clearly.  Fix the communication and turn the criticism into corrective action.  All feedback is good feedback so use it to improve your performance.
10. Observe the chain of command. Going over your boss’s head to their boss can be dangerous.  Learn to pick your battles, observe the other nine communications points listed above, and be prepared for unintended consequences.  If you feel you must go over their head, then make sure you inform your boss of what you are doing (see point 1 above).

Communicating with authority figures can be a lot easier if you plan ahead and consider it from your boss’s point of view.  Your boss is not all that bad.  Do you know anyone that has a boss?  Then pass this article along to them so they can benefit too.  Use the “like”, Tweet, +1 or share buttons to pass it on.

10 Considerations to Communicating with your Boss

1. Keep your boss informed.
2. Meet with your boss frequently.
3. Get your facts straight.
4. Be prepared.
5. Don’t waste the boss’s time.
6. Don’t oversell.
7. Focus on solutions.
8. Don’t get mad at the boss!
9. Feedback from the boss is not criticism.
10. Observe the chain of command.

How about Management by Walking Around?  Management is a contact sport not an objective setting exercise.  You have to get out into the field in order to see or “Check” what’s going on in your company (check is part of the Plan Do Check Act cycle of learning).  Lean thinking managers naturally walk around to get ideas for new kaizen improvement events, to see the work being performed, and to understand if the right work is being performed.  We call these Gemba Walks (Gemba is Japanese for the place where work happens).  In a Gemba Walk you want to observe your processes in action and look for signs of lean waste that need to be removed.

Management by Procedures is how McDonalds or other successful franchises manage their business.  You start by defining your process using a process map to build visual communication and understanding.  Next, write down what needs to get done, by whom, and when.  Then deploy and practice the procedure.  Perfect the procedure until you have a consistent process just like a franchise would need to roll this out to hundreds of others.

Managing by procedures is not a paper exercise.  It requires basic goal setting from the Management by Objectives crowd and also process checking from the Management by Walking Around group.  What’s different is that you will have process documentation that includes a process map, policies, procedures, and objectives that are clearly posted.  Systems are put in place to ensure your employees do not make mistakes.  And as a manager, you are actively involved in making sure your systems are working.

A franchise is built with consistent procedures.  Franchise owners are trained in the process and systems are put in place, by the franchise organization, to ensure that the franchise delivers the same consistent quality that the brand has built.

You too can start practicing how to Manage by Procedures by ordering the Office Procedures Bundle that is now on sale for 50% off during the month of December.  You will save $300 and receive 110 procedures, 124 supporting forms, and other supporting Word files that explain how to write procedures and use the manual.  You will receive this extensive set of policies, procedures and forms.

Easily editable policies and procedures for multiple departments:

• Accounting
• Administration
• Customer Service
• Disaster Recovery
• Engineering
• Environmental
• Finance & Credit
• Information Systems
• Manufacturing
• Personnel
• Sales and Marketing
• Security and Operations
• Shipping and Purchasing

Download a sample procedure template right now and see for yourself how this amazing bundle can help your business build greater consistency for success.

Common Project Management Nonconformances include:

• Errors, omissions or just plain poor assumptions
• Delays which affect the project schedule or the originator’s ability to meet project deadlines
• Late submissions
• Rework
• Unauthorized changes to projects, schedules, plans, etc.
• Non-compliance with established policies, procedures, specifications or project specific Quality Assurance Plans
• Cost overruns (which result from all other failures)

You don’t have to be a project manager to understand that anything which negatively impacts the project delivery system or a specific project’s quality, schedule, or budget is a problem.  These are all symptoms of a larger set of problems.  So just what are the Root Causes of Project Failures?

1. Bad Communications.

Project management is all about good communications.  You have to keep everyone informed about changes, assumptions, requirements, standards, budgets, costs, and the schedule.  Developing a good visual management system is a tremendous benefit to any project manager.  Paper systems in binders is a notoriously bad way to keep people informed.  Develop a good communication system and you will reduce the risk of project failure.

2. Poor Schedule or Resource Management (Mismanagement).

Managing a project is really about managing the schedule, but a schedule is really a collection of resources that are being managed on a schedule.  Mismanage your resource schedule and you increase the chances of your project failing.

3. Weak Requirements Definitions (leads to inadequate planning).

If you don’t know where you are going then how do you know when you get there?  A good project manager must know what the target is. Your project requirements are the target.  One way of defining requirements is to describe what the end result looks like in measureable or object terms.  Instead of requiring software to be friendly or easy to use, how about saying that it has to be simple enough that a 12 year old child can use it.  We can argue about “easy to use” software but at least we now have an objective measure for our testing.

4. Inadequate Planning, Assumptions, Risks, or Resources.

If you are planning a project, then you should be familiar with Murphy’s Law, “If anything can go wrong it will.” Projects are frequently impacted by risks, assumptions about resource usage, or plain old surprises.  The traditional solution is to add safety time or buffers to tasks to allow for schedule slippage and unplanned events.  There are a lot of reasons why this fails too.  I would suggest implementing Critical Chain management to take more control over these buffers and not let them slip away.

5. Use of New or Unproven Technologies / Methods.

It can be so tempting to use the latest technology, or new method, but unless you are trained on the newest thing, all you are doing is introducing new risks.  Projects have enough risks already without the need to introduce new risk from unproven technology.

6. Ineffective (or Nonexistent) Quality Controls.

Quality control is a simple system of checks and balances to ensure you are delivering what the customer asked for in the first place.  What kind of quality control are you using for your project management?  Are you tracking every project management nonconformance?  Charting to find trends? Taking action when the trend is outside the norm?  Most projects have a system for correcting problems but this is not the same as a system of corrective action.  Project failures result from ineffective quality controls.

7. Managing Multiple Projects at Once or Multitasking Resources.

It seems so obvious to recapture downtime and juggle a few extra tasks in the meantime. But multitasking introduces complexity and schedule risk, which can impact all projects involved.  Less is more.  Focus is power.  You can actually increase your productivity by focusing on fewer projects.

8. Supply Chain Failures.

Sometimes you have to contract out the work.  But managing contractors has inherent risks too.  Contractors may not have the skill level required for the task.  Contractor’s multi-task in order to stay busy, and multitasking introduces complexity and schedule risk.  It sounds so easy to contract out some of the work to your supply chain but it actually adds to complexity unless you have clearly defined requirements agreed to first.

9. Scope Creep or Poor Impact Analysis.

This happens on practically every project doesn’t it?  You start with a clear concept or at least you thought it was clear when you started.  Then one thing leads to another and before you know it you are involved in a different project.  That’s scope creep.  If we are doing “A” then we must do “B” and if we are do “B” then we have to also do “C”.  Clarifying the real requirements and performing a good impact analysis are two methods to solve this problem.  Otherwise, scope creep will impact your schedule, your budget, and your resources.

10.  Lack of Qualified Resources.

“We will just have to make do.”  If you hear this then you know you are questioning your resources.  Give the wrong task to the wrong person and you are impacting your project.  This usually happens because we lack enough experienced resources.

There you have it, the top ten project management failures.  Individually, you might be able to manage around any single cause but taken collectively, you will have a colossal project management failure.  In fact, any two could seriously impact any project.  Don’t let this happen to you; learn how to prevent the…

Top 10 Causes of Project Management Failures

1. Bad Communications
2. Poor schedule or resource Management (mismanagement)
3. Weak requirements definitions (leads to inadequate planning)
4. Inadequate planning, assumptions, risks, or resources
5. Use of new or unproven technologies/methods
6. Ineffective (or nonexistent) quality controls
7. Managing multiple projects at once or multi-tasking resources
8. Supply chain failures
9. Scope creep or poor impact analysis
10. Lack of qualified resources

This question has been on every business manager’s mind since the first company was started.  Large or small, it doesn’t matter.  When it comes to business valuation, people want to know how to get the most for the company.

Today I’m going to tell you.  It’s so shockingly simple, it may take a few seconds before you realize the truth of this statement:  The key to unlocking the value in your business is by documenting your business processes, in writing, for all of your employees!

Why “in writing?”  Multiplication. Once you can document your business process, you can multiply your valuation power.  You just take your written documents and multiply them for every new employee that comes on board.  There you have it – the secret of unlocking your hidden business value.  It’s as simple as that.

In business, writing that documents your business processes are called “Policies and Procedures.” And the kind of writing that is phenomenally successful in increasing the value of your business is called “Power Policies and Procedures.” Knowing how to put together Power Policies and Procedures is the key.

But there’s a problem. Teaching someone to write Power Policies and Procedures is not easy.  Even when you show someone all the “tricks of the trade”, most people just don’t seem to get it.  If they did, being successful would be quite a bit more commonplace!

However, here’s the good news – I’ve developed the one product in the world that really can teach others how to write Power Policies and Procedures.  And not just a select few people, either.  This product can teach anybody.  It can teach you.  Listen to what one of the customers has to say:

“I have reviewed the entire [Policies and Procedures] Manual and related software and find it extremely well organized, helpful, and all the things a happy customer is looking for.  As CFO of a public company, this will assist not only in organization, but our audits as well.”
- Richard Nance, CFO General Automation, Inc.

What is this amazing product?

Bizmanualz, Inc. has developed The Business Policies and Procedures System covering all the major departmental areas within your organization.

“My superiors were impressed with the immediate results.  Given the fast paced environment we live in today and the various responsibilities management is held accountable for, these manuals provide a convenient means of establishing very detailed processes within a fraction of the time it would take to perform from scratch.  Thank you for making some of my daily responsibilities less hectic.”
– Dan Gugliotta, Spring Air Partners

Yes, experts and ordinary businesspeople alike recognize Bizmanualz, Inc. as the master of Power Policies and Procedures.

But maybe you think you don’t need this skill.  Is that what you think?  Then think again.  Because 8 out of 10 new businesses fail in the first 5 years.  The biggest reason for failure: weak management.

Yet when you know how to write Power Policies and Procedures, increasing your valuation is easy.  It’s practically like taking candy from a baby.  Yes, it’s just about that easy!

Not only that – You can use Power Policies and Procedures to create an automatic “money machine” for your business.  Now you can go on vacation for weeks to places like Hawaii.  And when you get back, the business will be running just as smoothly as if you had never left.  Now that’s what I call freedom!  So why don’t you have this skill already?

Time.  Nobody has enough time.  That’s why I created a set of Power Policies and Procedures templates containing many of the most common policies and procedures every business needs.  You get best practices from Accounting & Finance, Computer & Network, Personnel & Human Resources, Sales & Marketing, ISO & Quality, and Disaster & Security.

Now I realize your next question may be, “Is this product really any good?”  And that’s a fair question.  Let me put it this way – if it wasn’t any good, do you think I’d be willing to offer you a full money-back guarantee?

I wouldn’t unless I knew that you’ll love it.  I’m totally confident this product will work for you.

“With Power Policies and Procedures, writing business process is much easier than you think…”

Why am I 100% confident this product will turn you into a power policies and procedures writer?  Because it makes learning fun and easy with its unique learning format. Anyone can do it.

This product is filled with powerful prewritten samples, reports, forms, job descriptions and a whole lot more…

“Since receiving these Policies and Procedures my business has picked up 50% to 75%, The time factor, the money saved and the decreasing of the work load is fantastic. Once again thanks to you and your staff for this insight and for the price it was excellent.”
– Donald Malone, Circle of Life Inc.

Why Should You purchase power policies and procedures?

This product is jam-packed with information you need to be more profitable in any business.

In fact, Bizmanualz, Inc. is so confidant that this product will do for you what it has done for so many others that you also receive a full money back guarantee.  If after 30 days you are not 100% confident that this product will turn your policies and procedures writing into pure gold, we will cheerfully give you a full refund.  And you may cancel at any time.

This means you have nothing to lose and a completely new world of profit potential to gain.

I urge you to take advantage of this opportunity today.  This isn’t just a product – it’s an experience.  And one that will make your business a whole lot more valuable.  Imagine what you will do with all the new money you will make after you learn the secret to power policies and procedures.

Well, if you’re like me then you’re watching your budget and you hate paying a lot of money to consultants for delivering templates.  After all, what you really need are the templates themselves.  Right?

Fortunately, there’s a better way…

Now you can own the same policy and procedure templates that consultants use for their clients and better yet you can try it risk-free using our Money Back Guarantee.  Bizmanualz, Inc. has developed the CEO Policies and Procedures Manuals designed to increase the productivity of your organization.  It contains over 300 prewritten policies and procedures along with 200 sample reports, forms, checklists, exhibits, and job descriptions covering all major departments:

Accounting, Finance, Computer & IT, Sales & Marketing, Human Resources, Security Planning, Disaster Recovery, Quality Management.

Consultants large and small use these same Policies and Procedures to increase the productivity of their clients and we all know how “time is money“.  Deloitte & Touche, Ernst & Young, KPMG Peat Marwick, PricewaterhouseCoopers and Arthur Andersen have purchased and referred these systems.

Use the CEO Policies and Procedures Manuals to clearly and effectively communicate management’s expectations for specific job tasks thereby eliminating some of your workers major complaints.  With Policies and Procedures in place, our company just hums along and yours will too.  Imagine reducing employee confusion, increasing accountability, simplifying training, standardizing quality and even satisfying auditors!  And the best part is you won’t have to write everything yourself.  Hundreds of editable MS-WORD documents are included eliminating the need to re-invent common business processes and saving your organization a lot of money in the process.

“…a procedures manual pays for itself.  Without it, there would be capricious application of the law, and that’s the basis for most (if not all) injustices.”

Marsha Finley, President, Empyrean Services

Four ways Policies and Procedures  produce immediate results.

1. Something in writing to refer to when someone is ill, you need to train a new employee or temporarily fill his or her position.
2. A tool that can enable your employees to do more than just the job they’re in now.
3. A tool that will free employees up to take vacation (and not be stressed when others in their department do the same).
4. The assurance that every task at every position is being covered (or can be covered) consistently with clear quality standards.

Sometimes you have to look at the cost of NOT doing something to justify the cost of doing it.

• How much would your company have to pay its lawyers to defend itself when policies and procedures are unclear, someone is hurt or injured, and people sue?
• How much does it cost in lost customers or sales because of policy-procedure issues?
• How much time is spent explaining unclear policies and procedures instead of doing other work?

The CEO Policies and Procedures System saves thousands of hours of research, writing, design and development.  In fact, for the same cost of publishing 1 or 2 procedures you will now have an entire manual of over 360 procedures and 200 supporting documents saving your company $200,000 or more in writing them yourself, from scratch.  Use just one or two procedures and you’ve paid for the product.  And I know you will find more than one that you can use.  Now you can stop worrying over:

• How to write your policy manual, on time and under budget.
• Where to find accurate wording to ensure that your procedures are written well.
• How to increase company efficiency while reducing common worker complaints.
• How to please your auditors or regulators with proper documentation.
• How to create an Employee Handbook covering all of your health insurance, benefit programs, disciplinary actions, interview questions, hiring and firing policies and more.
• How to protect your assets, information, and employees from disasters or physical harm.

Order The CEO Policies and Procedures System today and start increasing the productivity of your organization!  Act now you will also receive the Employee Handbook FREE, a $59 value.  The Employee Handbook includes required federal policies for sexual harassment, Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), and other bonuses such as an HR legal Guide with proper interview questions.  There is simply no better way to increase the productivity of your business than by ordering this complete set of Policies and Procedures.

Document Your “Plan”

The plan is really the easiest part. Start with goals that are measurable. Document your plan using objectives, policies, procedures, and forms. Assign individual responsibilities, and you’re done. When you’re building an ISO 9001 Quality Management System, this is not hard at all.  But it gets harder, and pretty quickly.

Using Your Plan is “Doing”

The “Do” in PDCA means using the policies, procedures, and forms to realize your objectives. This means collecting data, and populating your forms. You have to use your procedures and follow your policies. While this may sound easy at first, keeping it up is the hard part — you may start with good intentions (that’s the “plan” part), but as they say, “Good intentions don’t pay the bills.” Your company has to follow through on its intent, and follow-through — commitment — starts at the top. Furthermore, management commitment isn’t an isolated event — it’s part of the company philosophy.

In case you missed that, let me say it again: “doing” takes management commitment. That’s a large part of what makes PDCA so hard. As management, you get so involved in running the day-to-day aspects of the business that you forget that you started with good intentions (the plan).  It is not that the plan was ill-conceived; it’s that there’s more to it than a piece of paper. Plans need continual reevaluation — you need to constantly “check” your progress and adjust the plan accordingly.  What’s so hard about checking the plan?

“Check” Your Plan

In the “check” step of PDCA, you have to convert data into information. Charting data can make this much easier but even so, a chart is just a visualization of data.  A chart is not information without a target. In addition, you need enough data points to show trends. Furthermore, you need to understand how to separate the “vital few” data points from the “trivial many”.

Creating information from data requires what Deming called “profound knowledge” about your system.  Of course it helps to understand statistics, too.  Creating information out of data is not easy; often, it requires that you continually dissect the data and look at it from many different points of view.

“Act” On Your Results

So, let’s say you started with a good plan, you were able to collect some meaningful data, and you turned it into useful information. If you’ve accomplished this, the “Act” phase should be easy, right? Possibly, if you have a stable environment.

Today’s business world is an increasingly unstable environment — old and new forces are continually changing the dynamic.  There’s local and global competition, widespread and affordable technology, weather and climate, cultures, beliefs — a host of forces acting on your business. Deciding what to do to compensate for or leverage external forces has always been difficult; it’s just becoming more so. But if you do a good job at the first three phases, the “Act” phase becomes a lot easier.  You just need to make better information out of your data.

PDCA

So there you have it.  Plan, Do, Check, and Act — PDCA, for short. It’s one of the cornerstones of the quality world, of the ISO 9001 standard. If executed correctly, it can help you get control over a seemingly chaotic world.  Yes, it is hard to do PDCA right…but what’s worth doing well that isn’t difficult, too?

If it were that easy, everyone would be doing it…don’t you think?