The Red Bead Experiment: Dr. Deming's Classic Quality Management Workshop
Tuesday, June 9, from 12:30 to 3:30 in the Memorial Union Building Ballroom B1.
Michigan Tech's Office of Continuous Improvement is pleased to present the Red Bead Experiment, a workshop developed by Dr. W. Edwards Deming and delivered by Jim Manley, the Managing Director for the Demmer Center for Business Transformation at the Eli Broad College of Business at Michigan State University. Jim learned this workshop from Dr. Deming himself. Dr. Deming used the Red Bead Experiment to clearly and dramatically illustrate several points about common management practices. It provides a simple yet powerful message about how success is directly tied to and limited by the nature of the system one works within.
Jim Manley is the Managing Director for the Demmer Center for Business Transformation and the Chair of the Michigan Lean Consortium. He's worked for General Motors, Delphi and Faurecia and had the rare opportunity to study with Dr. Deming and learn lean “hands on.” He also worked as an adjunct faculty member at Eastern Michigan University, teaching courses on lean manufacturing and statistical process control. During his career with Delphi, Jim coached teams in 29 countries as they implemented lean into their plant operating system. Jim received the Delphi Corporate Lifetime Lean Achievement Award in 2005.
Jim will be available after the workshop if you'd like to talk with him. He'll be at Michigan Tech on June 9th and 10th. Please contact firstname.lastname@example.org if you'd like to set up a separate meeting with him.
This event is free and open to the public. Students are welcome.
An RSVP to email@example.com or 487-3180 is helpful but not required.
There are always several Kaizen Events taking place across the Michigan Tech campus. Many departments use these events to improve their processes and reduce waste. If you are interested in holding a Kaizen Event at Michigan Tech, contact the Office of Continuous Improvement at firstname.lastname@example.org or call 906-487-3180.
|Event Name||Sponsoring Department||Facilitator||Problem Statement||Applicable Tools|
|Advance Grant||Provost's Office||Theresa Coleman-Kaiser||We need an explicitly delineated faculty career map.||Process Mapping
|Career Services Network Drive 5S||Career Services||Megan Ross||Lack of organization of the department drive has led to a disuse of it, inefficiencies and wasted time in searching||5S|
|Academic Advisor Handbook||Provost's Office||Ruth Archer||Academic Advisors are confused and frustrated with all the locations of information. It can be difficult to know where to go to find the correct information to give to their advisees.||Communication|
|Central Ticket Office Workspace Organization||Ticketing Operations||Ernie Beutler||Workspace is too small and not set up efficiently causing frustration and delays in customer service as well as unsafe working conditions.||Organization|
|InterLibrary Loans Improvement||Library||
Pattie Luokkenun Gina LeMay
|Michigan TEch's reputation is impacted by overdue or non-return of MEL materials||Process Mapping|
|Service Desk Workflow||IT||
|Service Desk task management and usage cause wasted time||Process Mapping|
|Blueprint for Residential Dining||Dining Services||Ruth ARcher||Dining halls aren't consistent across campus causing confusion||Standard Work|
|Change in Payday Improvement||Human Resources||Gina LeMay||Need to explore options of changing the amount of pay periods||Process Map|
|Engineering Fundamentals Drive 5S||Engineering Fundamentals||Kathy Wardynski||There are currently too many folders in separate locations for the same information in the department drive.||5S|