Thomas W. Nolan, The Improvement Guide

Nolan, Thomas W., PhD

Statistician, Associates in Process Improvement, Silver Spring, Maryland, USA

Thomas W. Nolan, PhD, is a statistician, author, and consultant. He is co-founder of Associates in Process Improvement, a consulting firm in Silver Spring, Maryland, USA, that specializes in the improvement of quality and productivity. Dr. Nolan is also a Senior Fellow and member of the executive team of the Institute for Healthcare Improvement (IHI) in Cambridge, Massachusetts, USA, where he oversees IHI's Research and Development efforts. He has been one of the primary designers of IHI's Breakthrough Series and he served as co-director of the Pursuing Perfection initiative funded by The Robert Wood Johnson Foundation. The author of three books on improving quality and productivity, including The Improvement Guide, Dr. Nolan has published articles in a variety of peer-reviewed journals as diverse as the Noise Control Engineering Journal and the British Medical Journal. He was the year 2000 recipient of the Deming Medal awarded by the American Society for Quality. His health care experience includes helping integrated systems, hospitals, and medical practices to accelerate the improvement of quality and the reduction of costs in clinical and administrative services.

他兒子Patrict Nolan 小學時就揚名戴明圈 參考第四代管理或新經濟學

第 208 頁
Dr. Thomas W. Nolan came one day to talk with me; brought with him a chart that his boy Patrick had made, then at age 11. ...

第 209 頁
Time of arrival of school bus, by Patrick Nolan, 11. Think what a good start in life Patrick had, understanding common causes and special causes of ...

第 209 頁
This was his science project at school. A good start in life. Some essential theory of variation could obviously be ...

The Improvement Guide: A Practical Approach to Enhancing ...

- [ 翻譯此頁 ]The Improvement Guide: A Practical Approach to Enhancing Organizational ... Kevin M. Nolan, Clifford L. Norman, Lloyd P. Provost, Thomas W. Nolan: ...

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The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (Jossey-Bass Business & Management (Hardcover)) (Hardcover)

by Gerald J. Langley (Author), Kevin M. Nolan (Author), Clifford L. Norman (Author), Lloyd P. Provost (Author), Thomas W. Nolan (Author) "Most people at one time or another have thought about trying to do something better ..." (more)

17 references to deming in this book

1.	on Page 89:
	"Many of them are based on the elements of W Edwards Deming's System of Profound Knowledge, discussed in the introduction : appreciation of a system, understanding variation, theory of knowledge, and psychology"
2.	on Page 179:
	" ... This relationship has been called the quality-productivity chain reaction by Deming. Figure 10.1 contains a diagram of this relationship"
3.	on Page 190:
	" ... system is stable, reacting to each measurement or event will increase variation. Deming called this response "tampering ," which Webster's dictionary defines as "interfering ... "
4.	on Page 261:
	" ... need, it may not have a market in the future. Constancy of purpose is the first of Deming's fourteen points for management and the one he emphasized as the most important"
5.	on Page 265:
	" ... 13.2 provides a systems view of the same organization. The second figure is a modification of Deming's figure "Production Viewed as a System"
6.	from Back Matter:
	"that increase quality of outcomes to the customers and/or decrease costs. V%' Edward Deming developed a method for making an economic decision on the amount of inspection that should be done ... "
7.	from Back Matter:
	"Notes Introduction p. xxiii For more on Deming's system of profound knowledge see Deming"
8.	from Back Matter:
	"Statistical Method From the Viewpoint of Quality Control (edited by W E. Deming). Washington, D.C.: The Graduate School, The Department of Agriculture, 1939. Chapter Three p 44 The example ... "
9.	from Back Matter:
	"89 Deming, W E. The New Economics. Cambridge: Massachusetts Institute of Technology, 1993. Chapter Six p. 98-100 For more information on different types of studies see Judd ... "
10.	from Back Matter:
	" ... their review of and help on the reengineering case study. Chapter Nine p 166 Deming, W: E. The New Economics for Industry, Government, Education" 11. from Back Matter: " ... Serious Creativity New York: HarperCollins, 1992. Chapter Thirteen p. 256 Deming, W E. The New Economics. Cambridge: Massachusetts Institute of Technology, 1993" 12. from Back Matter: " ... into the fabric of the organization . p. 265 Figure 13.2 is a modification of Deming's "Production Viewed as a System," from Deming" 13. from Index: " ... Degree of belief, 93-94, 108 Demand increase, 222, 315-316, 317 Deming, W Edwards, 89, 179, 261, 265, 335 367" 14. from Intro Pages: " ... improvement has emerged. The intellectual foundation for this science was recognized by W Edwards Deming and articulated in his "System of Profound Knowledge" 15. from Intro Pages: "Edwards Deming who ten years ago inspired us to write this book and then gave us the theoretical foundation for it with his development ... " 16. from Intro Pages: "Edwards Deming made an important contribution to the science of improvement by recognizing the elements of knowledge that underpin improvements over a wide spectrum of applications. He gave ... " 17. from Intro Pages: " ... true science of improvement. The focus on the interaction of the components as a system of knowledge is one of Deming's lasting contributions. At this point the reader may be concerned that being ... " 3 references to juran in this book 1. from Back Matter: " ... Ishikawa, K. Guide to Quality Control. New York: Unipub, 1976. p. xxiv Juran, J. M., and Gryna, E M. (Eds.). Quality Control Handbook" 2. from Back Matter: " ... Joiner, B. L. Fourth Generation Management. New York: McGraw-Hill, 1994. Juran, J. M. (Ed.). Quality Control Handbook (3rd Ed.). New York: McGraw ... " 3. from Intro Pages: "Kauro Ishikawa, Joseph Juran, and Deming have been instrumental in documenting these approaches since the 1950s. The theory underlying the science of improvement is interesting in itself ... "

46 references to variation in this book

1.	on Page 12:
	" ... we use it to learn? What information is contained in the patterns of variation in data? Where does variation come from"
2.	on Page 16:
	" ... that variation should be viewed in one of two ways: either as variation that indicates something has changed or as random variation that is similar to variation ... "
3.	on Page 17:
	"Five Years of Monthly Data on Patient Beds. 2.4~. The variation revealed on the chart indicated that the biggest drop had occurred two years before"
4.	on Page 18:
	" ... pinpoint when the variation is no longer following a predictable pattern. The chart may show an isolated observation or two that are outside the normal variation, or it might ... "
5.	on Page 25:
	" ... time to consider making the change permanent. As was pointed out in the sections on data and variation, plotting data over time is extremely helpful in predicting how things ... "
6.	on Page 43:
	"Variation in the cleaning process was a source of trouble. The variation was reduced by establishing a standard process. The chart of the ratings the patients gave the new cleaning process (Figure"
7.	on Page 49:
	"Chapter Four expands on the skills of using data and understanding variation introduced in Chapter Two"
8.	on Page 72:
	" ... Shewhart used statistical theory to develop a means of understanding variation in systems based on patterns of variation over time"
9.	on Page 73:
	" ... that there is no variation in the outcomes of the process, that the variation is small, or that the outcomes meet the requirements. It only implies that the variation is predictable within ... "
10.	on Page 76:
	" ... Trouble with a product: introduce or add more inspection. Trouble with variation in a process: make more adjustments. Trouble with adherence to procedures: add ... "

11.	on Page 81:
	"They decided to run a cycle to better understand the nature of the variation in the blood measurements. They sent the lab a sample of blood from one"
12.	on Page 84:
	" ... they might discover that special circumstances were the source of much of the variation. Special circumstances might include changes in lots of raw material, substitute ... "
13.	on Page 89:
	" ... Deming's System of Profound Knowledge, discussed in the introduction : appreciation of a system, understanding variation, theory of knowledge, and psychology"
14.	on Page 90:
	"change concepts in categories such as "improve work flow," "focus on variation ," and "mistake proofing" contain principles of good system design. If you are reflecting ... "
15.	on Page 105:
	" ... plot data on yield for a key product. He had seen large variation and very little improvement in the data over the previous few years"
16.	on Page 106:
	" ... prediction might be that the impact of the change will be small compared to the large variation in the system, but even a small improvement will be beneficial"
17.	on Page 109:
	" ... rme The measures of a product or process will always be affected by common causes of variation that are unrelated to the change being tested"
18.	on Page 110:
	" ... only when the effect of the change is anticipated to be small relative to the variation in the system . Examples are situations when the variation in the measurements themselves are large or when the variations among ... "
19.	on Page 132:
	" ... these practices are being followed. Standardization A hospital's records showed much variation among patients in recovery time from knee operations. The hospital's average ... "
20.	on Page 158:
	"There was large variation in the amount and quality of the contact between student and faculty adviser. Significant amounts of attrition were found before and after "all but dissertation ... "

11.	on Page 81:
	"They decided to run a cycle to better understand the nature of the variation in the blood measurements. They sent the lab a sample of blood from one"
12.	on Page 84:
	" ... they might discover that special circumstances were the source of much of the variation. Special circumstances might include changes in lots of raw material, substitute ... "
13.	on Page 89:
	" ... Deming's System of Profound Knowledge, discussed in the introduction : appreciation of a system, understanding variation, theory of knowledge, and psychology"
14.	on Page 90:
	"change concepts in categories such as "improve work flow," "focus on variation ," and "mistake proofing" contain principles of good system design. If you are reflecting ... "
15.	on Page 105:
	" ... plot data on yield for a key product. He had seen large variation and very little improvement in the data over the previous few years"
16.	on Page 106:
	" ... prediction might be that the impact of the change will be small compared to the large variation in the system, but even a small improvement will be beneficial"
17.	on Page 109:
	" ... rme The measures of a product or process will always be affected by common causes of variation that are unrelated to the change being tested"
18.	on Page 110:
	" ... only when the effect of the change is anticipated to be small relative to the variation in the system . Examples are situations when the variation in the measurements themselves are large or when the variations among ... "
19.	on Page 132:
	" ... these practices are being followed. Standardization A hospital's records showed much variation among patients in recovery time from knee operations. The hospital's average ... "
20.	on Page 158:
	"There was large variation in the amount and quality of the contact between student and faculty adviser. Significant amounts of attrition were found before and after "all but dissertation ... "

31.	from Back Matter:
	" ... colors and features the customer requested were not available. The company studied the variation in historical demands for each type and style of car"
32.	from Back Matter:
	" ... variation issues, some ideas for changes can be developed. Three basic approaches can be taken to deal with variation: 1. Reduce the variation 2. Compensate (deal ... "
33.	from Back Matter:
	" ... benefits of reducing variation have been well-documented. For example: A manufacturer of heat exchangers was having problems sealing tubes in their exchanger Variation"
34.	from Back Matter:
	"hospital's records showed much variation among patients in recovery time from knee operations. Average costs for this particular operation were higher ... "
35.	from Back Matter:
	"Resource Guide to Change Concepts She found that the gauge variation was reduced by continuing to check the gauge against the standard after each inspection but only ... "
36.	from Back Matter:
	" ... order to meet shipment demands. The model considered variation in customer orders, fleet maintenance issues, and variation in transit"
37.	from Back Matter:
	" ... variation within a grade and maximizing the variation among grades. The different grades can then be marketed to different customer needs. F,;od products have natural ... "
38.	from Back Matter:
	" ... concept include desensitizing the customer to variation in a product or service, desensitizing a process to variation of incoming parts, and desensitizing a product to variation from the perspective of different users ... "
39.	from Back Matter:
	" ... 58. Exploit Variation It sometimes is not obvious how variation can be reduced or eliminated. Rather than just accepting or "dealing with" the variation, ways ... "
40.	from Back Matter:
	" ... Two need to be mentioned here: Walter Shewhart, for his ideas on data and variation, and Edward DeBono, for his methods on generating creativity. DeBono, E. Six Thinking ... "

41.	from Back Matter:
	"Understanding Variation." Quality Progress, May 1990, pp. 70-78. p. 85 de Bono, E. Serious Creativity. New York: HarperCollins, 1992. De Bono's ideas on creative ... "
42.	from Index:
	" ... 233-234; trend- setters, 236; trucking company, 202-203, 236, 262; variation, 341-347"
43.	from Index:
	" ... systems , 133-134 L'vlanat;ement, 4, 261, 278-285: and resistance to change, 127-128; of variation"
44.	from Index:
	" ... defined, 166-167; improvement of, 167-173, 223; See also Quality: and value Variation, and data collection, 109-110; management of, 340-347; unwanted"
45.	from Intro Pages:
	"According to Deming, these components are appreciation of a system, understanding of variation, theory of knowledge, and psychology. Appreciation of a system. Because most important products, services, or outcomes ... "
46.	from Intro Pages:
	" ... xxv Understanding of variation. Systems constantly exhibit variation. We are forced to make decisions in our lives based on our interpretation of this variation. Is my ... "

Amazon.com: Quality Improvement Through Planned Experimentation ...

- [ 翻譯此頁 ]by Ronald Moen (Author), Thomas W Nolan (Author), Lloyd P Provost (Author) "

Global competitive pressures are causing organizations to find ways to better ...

Dear Sundye, 晃三兄

Thanks for the information. You might like to know that I am preparing the coming book on the worldwide Deming Communities. Deming's Medalists will be a big chapter of it.

For some unknown reason I copied the Dr. Nolan's speech which you might think it is interesting.

I am wondering whether Bill keep his talk or not?


Have a good time.


&&&&&

American Society for Quality Awards Luncheon

Thomas W. Nolan

May 7, 2001

Dr. Joyce Orsini called me one evening and told me that I was the year 2000 recipient of the Deming Medal. My feelings were one of pride mixed with astonishment. But these feelings shortly turned to chagrin for receiving an individual honor for what has been a team effort.

My wife, Helen, who is here, and my two boys, Patrick and Brian, have encouraged me in my personal and professional development. Allow me to illustrate with a brief story. I was pursuing a Ph.D. in statistics from George Washington University while Helen and I were raising our two sons. I had finished my course work and was having some success consulting with organizations who were attempting to make quality a business strategy. The work on the dissertation seemed daunting. In addition, the sacrifices that Helen was making were mounting because of the extra work she was assuming while I was pursuing the degree. I told her of my thoughts about abandoning the dissertation and moving on. Her reply : "Oh no you don't. We can make it one more year -- but not a day more!" Perhaps thousands of Ph. D. candidates more talented than I have faced the same dilemma but did not receive their degree because they lacked the encouragement that Helen so generously gave to me.



Tens or even hundreds of persons in the United States are as deserving of this medal as I am. They simply lack friends and colleagues as generous as mine. It takes time to nominate someone for this medal. The nominator must write an application and obtain the requisite endorsements. As near as I can tell Dr. Jim Espinosa of Overlook Hospital in New Jersey hatched the plan and many other friends and colleagues carried it out.



I most clearly recognize the team-based nature of this medal when I think of my colleagues at Associates in Process Improvement: Lloyd Provost, Ron Moen, Jerry Langley, Kevin Nolan, and Cliff Norman. We have been together almost twenty years although we are scattered in or near Washington DC, Austin, Detroit, and Sacramento. We have no titles or hierarchy and no common financial statement. Freed from budget preparation, salary negotiations, and maneuvering for the corner office, we endeavored to learn and apply the science and methods of quality improvement. When Dr. Deming was alive we listened eagerly for his latest thinking-- not to accept it as dogma but as a provocation for how we might become more helpful to our clients. We integrated Dr. Deming's ideas with wisdom from other greats in this field such as Dr. Joseph Juran.



I have read the application submitted in my behalf. Organizations supplied many examples of ideas, methods, or advice that I had brought to the organization or helped them execute. I can trace the methods or advice in every example to their beginnings in discussions, debates, or disagreements carried out in a spirit of constancy of purpose and cooperation with my API colleagues.

The receipt of this medal has prompted me to reflect on Dr. Deming's legacy and to wonder in what new directions he would be sending us if he were alive today.

I suspect that he would chastise us for not sufficiently exploiting thepower of cooperation. In today's interconnected, global business environment almost anything is achievable with cooperation and almost nothing without it. What could be more difficult to copy than an organizational culture built on cooperative interactions at all levels?

Let me cite an example. I and my colleagues at the Institute for Healthcare Improvement have just finished reviewing 227 applications from health care organizations for six grants from the Robert Wood Johnson foundation totaling more than $20 million dollars over three years. The aim is to demonstrate that the quality of health care can be made significantly better and thus provide motivation to the industry to seek perfection in care. Many of the proposals were spectacular in their proposed aims, methods, use of technology, and leadership commitment. I am optimistic that the initiative will accomplish its aims. I would be close to certain of it if I knew that the six grantees would be successful in fostering cooperation. Specialists and family physicians will need to work together in new ways. Physicians, nurses, and pharmacists will need to see themselves in a common system and to cooperate if they are to pursue perfection. Three years from now the list of those who were successful in raising the standard of performance will be those who were successful in raising the standard of cooperation.

All of you here can contribute to Dr. Deming's legacy by raising the standard of cooperation in your company and your industry. This will take new knowledge about cooperation and new methods to increase cooperation in everyday work. What could be more fun!


I am grateful to the American Society for Quality for sponsoring the Deming Medal and for selecting me as the year 2000 recipient.

Thank you.

- Show quoted text -

On Sun, Feb 22, 2009 at 10:04 PM, 王晃三 <whs213@gmail.com> wrote:
>
> Dear ALL
>
> What a pity! I can not be there on these two dates.
> i have been expecting this meeting for 2 months.
>
> I am going to join my class' 50 anniversary mini-reunion on April 4.
> It is to be followed by another retreat in Chanhwa for 5 days.
> The reunion is going to be the first time since graduation in 1959. Moreoever i have volunteered to be the organizer.
>
> i would be availabe in the following weekends.
>
> Sundye
>
> 2009/2/22 hanching chung <hcsimonl@gmail.com>
>>
>> Dear friends,
>>
>> I met Bill yesterday. He is kind to tell us that he is available on April 4 or April 5 for a meeting.
>>
>> The venue is either in my office or other places you like to suggest.
>> Please kindly tell me which day and where the venue are preferred for you.
>>
>> The detailed agenda will be discussed by the attendees later.
>>
>

--
鍾 漢清
Hanching Chung (or HC/ hc)

台灣戴明圈: A Taiwanese Deming Circle
http://demingcircle.blogspot.com/
Tel 02 23650127
轉形任重道遠 必須窮數十寒暑
"When we size up the job ahead, it is obvious that a long thorny road lies ahead -- decades." (Deming, 1986, Preface for Out of the Crisis)





機械翻譯

親愛的Sundye ，

感謝您的信息。您可能也想知道，我準備在今後的全球圖書戴明社區。戴明的得主將是一個大的章節它。

對於一些不明原因，我複製了諾蘭博士的講話，你可能認為這是有趣的。

我想知道他是否比爾保持通話或沒有？


有一個好時機。


&&&&&

美國質量協會頒獎午宴

黃文諾蘭

2001年5月7日

喬伊斯博士奧西尼叫我一個晚上，並告訴我說，我是在2000年接受的戴明獎。我的感情是一個值得驕傲的混合吃驚。但這些感情很快轉向懊惱接受個人的榮譽了一個團隊共同努力的結果。

我的妻子，海倫，誰在這裡，和我的兩個男孩，帕特里克和布賴恩，鼓勵我以我個人和專業發展。請允許我說明簡短的故事。我追求的博士學位在統計的喬 治華盛頓大學，而海倫和我都認識我們的兩個兒子。我已經完成我的工作，當然是有一些成功的諮詢組織誰企圖使質量的一項商業策略。工作的論文似乎令人望而生 畏。此外，犧牲，海倫正在被越來越多，因為額外的工作，她是我的假設，而追求的程度。我告訴她，我放棄了思考的論文和前進。她回答： “噢，沒有你沒有。我們可以使它一年-但不是一天了！ ”也許數以千計的博士候選人更多的人才比我面臨同樣的困境，但沒有得到他們的程度，因為他們缺乏鼓勵，海倫如此慷慨地給我。



幾萬，甚至數百人在美國是值得的金牌我。他們只是缺少朋友和同事慷慨地雷。這需要時間來提名某人此金牌。提名必須寫申請，並獲得必要的簽注。不遠，我可以告訴醫生吉姆埃斯皮諾薩的忽視醫院在新澤西孵化計劃以及其他許多朋友和同事進行了。



我最清楚地認識到，以團隊為基礎的性質，這個金牌的時候我想我的同事們在Associates的工藝改進：勞埃德教務，羅恩摩恩，傑里蘭利，凱文 諾蘭，和克里夫諾曼。我們一直在一起將近二十年雖然我們分散在或接近華盛頓特區，奧斯汀，底特律活塞隊，國王。我們沒有職稱或等級，並沒有共同的財務報 表。擺脫了預算編制，工資談判，並操縱的拐角處，我們努力學習和運用科學方法和質量改進。當戴明博士還活著，我們熱切地聽了他的最新想法-不接受它當作教 條，而是一種挑釁我們如何能夠更加有助於我們的客戶。我們綜合戴明博士的想法與其他偉人的智慧在這個領域，如約瑟夫朱蘭博士。



我已閱讀的申請在我的名義。組織提供的例子很多的想法，方法，或諮詢意見，我已提請組織或協助他們執行。我可以跟踪的方法或建議在每一個例子他們開始在討論，辯論，或分歧進行恆常的精神和合作的目的與我國的API同事。

收到此金牌促使我思考戴明博士的遺產，並想知道在什麼新的方向，他將發送給我們，如果他今天還活著。

我猜想，他會懲罰我們沒有充分利用thepower的合作。在今天的相互關聯，全球商業環境幾乎所有的東西是可以實現的合作與幾乎沒有它。有什麼能更難以複製的組織文化不是建立在合作互動在各級？

讓我舉一個例子。我和我的同事在改善醫療保健研究所剛剛完成了227個申請審查保健組織6贈款羅伯特伍德約翰遜基金會總額超過200億美元超過三 年。其目的是表明的質量，衛生保健，可顯著改善，從而提供動力業界追求完美的服務。許多提案是壯觀的提議的目的，方法，使用技術，和領導的承諾。我樂觀地 認為，該計劃將實現其目標。我將密切某些如果我知道， 6個專營公司將成功地促進合作。專家和家庭醫生將需要共同努力，以新的方式。醫生，護士和藥劑師將需要看到自己在一個共同的系統，並開展合作，如果它們要 追求完美。 3年後這些名單中誰是成功的，提高標準的執行情況將是誰是成功的，提高標準的合作。

在座各位能有助於戴明博士的傳統，提高標準的合作，貴公司和您的行業。這將採取新的合作和了解新的方法，以提高合作的日常工作。什麼可以更有趣！


我感謝美國質量協會主辦的戴明獎，並選擇我作為2000年的收件人。

謝謝您。
-顯示引用文字-


上週日， 2009年2月22日在下午10時04 ，王晃三寫道：
“
“親愛的全
“
“真可惜！我不能有關於這兩個日期。
“我一直期待本次會議2個月。
“
“我將同我的班級50週年迷你團聚4月4日。
“這是應遵循的另一個務虛Chanhwa為5天。
“此次會面將是首次在1959年畢業。 Moreoever我自告奮勇當起組織者。
“
“我將可以進行下面的週末。
“
“ Sundye
“
“ 2009/2/22 hanching湧
“ ”
“ ”親愛的朋友們，
“ ”
“ ”昨天我會見了比爾。他是那種告訴我們，他可以在4月4日或4月5日舉行會議。
“ ”
“ ”的地點不是在我的辦公室或其他地方您要建議。
“ ”請告訴我這善意一天，而地點最好是你。
“ ”
“ ”詳細的議程將是與會者討論的晚些時候。
“ ”
“



-
鍾漢清
Hanching湧（或專員/專員）

台灣戴明圈：台灣戴明圈
http://demingcircle.blogspot.com/
電話02 23650127
轉形任重道遠必須窮數十寒暑
“當我們的就業人數之前，很明顯，很長的荊棘路擺在我們面前-幾十年。 ” （德明， 1986年，前言為擺脫危機）