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BRISBANE, AUSTRALIA
Books and Newsletters
BOOKS
THE 7 TOOLS OF TQC
  • A book introducing the seven basic tools for quality improvement.
  • Includes the fundamental concepts such as systems thinking and understanding and reducing variation
ANALYSIS AND CONTROL OF VARIATION
  • An introduction to control chart theory and practice.
  • Includes brief explanations of the Red Beads, Funnel and Dice experiments as well as an introductionto the Taguchi loss function.
SAFER THAN A KNOWN WAY
  • A book on the management theory largely developed by Dr. Deming.
  • Deming’s Theory of Profound Knowledge is introduced and his 14 Points for management are covered in some detail.
METAMORPHOSIS
  • Another book aimed at executives and managers.
  • Takes a fresh look at the change process and develops the Logical, Emotional, Physical model created by W. W. Scherkenbach.
SIX SIGMA IN THE PHARMACEUTICAL INDUSTRY (Co-Author, B. K. Nunnally, Ph.D.)
  • A book that brings a strong focus on the fundamentals of six sigma as well as the ‘how to’.
  • Many case studies illustrate both the concepts as well as practical application.
NEWSLETTERS

# 2 CONTROL CHARTS FOR CONTINUOUS OPERATIONS 31-10-2006
Explains how and why over-control, whether manual or automatic, will look very different in continuous operations compared with plants that manufacture discrete items
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# 3 FORECASTS AND BUDGETS 31-10-2006
Examines some common issues and offers an alternate view on preparing forecasts and budgets.
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# 5 REDUCING ANALYTICAL ERROR 19-06-2008
Examines approaches to successfully reducing analytical error. Includes notes on sampling error.
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# 6 OPERATIONALISING 03-11-2006
Examines different ways of operationalising a quality approach to management, as well as some traps to beware.
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# 7 METAMORPHOSIS AT SOLA OPTICAL AUSTRALIA 03-11-2006
A case study of a struggling manufacturing operation that was transformed. Written by the Manufacturing Manager, Mr. Geoff Ward.
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# 8 A STUDY IN LEADERSHIP 03-11-2006
A personal perspective on some of the most important lessons on leadership received.
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# 9 SYSTEMS DOING SYSTEMS STUFF 03-11-2006
A paper on how some companies genuinely solve issues, only to note that the overall performance fails to improve, as well as some ideas on what to do about this.
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# 10 SOME NOTES ON SERVICE 03-11-2006
A tongue in cheek discussion on service quality that was born of some unpleasant personal experiences in Australia.
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# 11 MORE NOTES ON SERVICE QUALITY 03-11-2006
More personal experiences and observations on service quality, this time in the USA.
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# 13 SIX SIGMA ORIGINS 03-11-2006
A paper that traces the origins and fundamental conceptual framework of Six Sigma.
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# 15 THE TAGUCHI LOSS FUNCTION 03-11-2006
An introduction to the Taguchi Loss Function and its implications for business.
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# 17 SPECIFICATIONS AND TARGETS 03-11-2006
An examination of the damage that is done in the drive to meet specifications and targets?ometimes at any cost.
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# 18 THE CRITICAL NATURE OF THE AIM 03-11-2006
A newsletter that discusses how and why divergent or confusing aims can hamstring an operation.
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# 20 THE ESQUIRE CLUB 03-11-2006
A story about how a group of waitresses used statistical techniques to save the club the equivalent of 8% of its operating revenues.
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# 21 THE BLIND KING AND HIS QUEEN 23-05-2007
Quality and the customer. A paper that discusses approaches to determining what might inprove customer satisfaction, as well as the role of innovation and technology.
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# 22 SUPPLIER QUALITY, RELIABILITY AND COST 19-06-2008
Examines approaches to improving the quality and reliability of incoming materials and components. Includes notes on multiple suppliers and approaches to reducing cost of incoming without damaging quality.
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# 19 THE CHANGE PROCESS 23-05-2007
Some thoughts on Rational, Physical and Emotional change.
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# 24 THE CURSE OF OVER-CONTROL 08-11-2011
Over-control, or the making of unnecessary changes or adjustments to a process is one of the most common causes of increased variation. It reduces productivity and yield and raises costs, but it can be virtually eliminated.
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# 23 LESSONS FOR METALLURGICAL AND CONTINUOUS OPERATIONS 19-06-2008
Examines lessons learned by mining and metallurgical operations from world class manufacturers. Includes examples from other types of continuous operations.
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HIERARCHICAL STUDIES 02-12-2010
Separating Process, Sampling and Test Error
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#1 HAVING IT ALL 01-03-1998
There is no trade-off between quality and quantity if our definition of quality includes reduced variation. Higher throughput, lower work-in-progress and faster cycle time ... we can have it all if we know how to reduce variation.
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# 16 THE MASTERY OF IVAN WEBB 20-12-2010
Ivan is an inspirational, trailblazing educator. Whilst many complained about the lack of examples of Deming's approach being used in their industries, Ivan blazed his own trail. If you are even remotely interested in education, this is a must read document.
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# 25 THE UTILISATION TRAP 23-12-2010
This newsletter highlights the trap that many managers, schedulers and supply chain people get caught in. As utilisation approaches a maximum, cycle time and WIP will soar, damaging customer service levels. The newsletter discusses options available to optimise performance.
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HE WHO LAUGHS LAST 11-01-2011
An article written for The National Accountant in 1993
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# 26 HOW BAD THINGS HAPPEN IN ELECTRONICS R&D AND ENGINEERING 09-11-2011
This newsletter examines the critical nature of Cycle Time in Engineering, and how that very often this is driven by rework. As Cycle Time rises, deadlines are missed and pressure to hit timelines increases, leading to more rework.
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#28 POOR ANALYTICAL SYSTEMS 03-05-2013
This newsletter deals with the causes, consequences and costs associated with unnecessary analytical error.
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#29 CARL VON CLAUSEWITZ - ON BUSINESS 03-05-2013
This newsletter examines the impact of the invisible figures, the most important figures of all, and how we ignore them at our peril.
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# 30 - LEADERSHIP 14-05-2013
A brief examination of the impact of good leadership, and a discussion on how many corporations create selection and recruitment systems that exclude many potential leaders. In too many cases these systems fill the business with qualified, experienced people who know everything about the business, except how to improve it.
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LEADERSHIP IN THE NEWSPAPERS 26-06-2013
Some contrasting leadership styles, as noted in newspaper articles.
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NOTES FOR CHANGE AGENTS 26-06-2013
Some notes for leaders and others responsible for creating change.
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NEITHER RIGHT NOR WRONG 22-11-2013
This is Chapter 4 from "Metamorphosis". It examines the bases on which we declare things right or wrong, and make decisions.
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#31 DO THEY DO THE SAME WORK 19-12-2013
Some thoughts on Deming and his approach to setting pay levels.
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THE FIFTEENTH POINT 22-11-2013
Mr. Murray Mansfield of Melbourne has what I believe to be the only completely up to date version of the famous Obligations for Top Management, by Deming. After a long discussion with Murray, Dr. Deming agreed that there ought to be a fifteenth point. He took his seminar notes from Murray, turned to the page containing the fourteen points and at the foot of the page added the fifteenth point.
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#32 ALL MANAGERS ARE BASTARDS 10-02-2015
This newsletter addresses leadership, with particular reference to how the choices leaders make, knowingly or not, impact heavily on their leadership abilities.
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#34 - The Enormous Initial Statistical Mistake 17 Jan 17
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#33 Optimising Continuous Operations 17 Jan 17
Continuous operations such as metallurgical, cement, petrochemical and crushing and screening plants present some specific issues. This newsletter outlines how several such plants have improved both quality and productivity.
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