Another banger, Michael - I learned some things here! I'm curious about the extent of Deming's infuence among senior leadership over the course of LM's transformation from their 1990s operating model to today. Is Deming's influence still felt or is it more indirect? How do they keep from backsliding through leadership turnover?
Really intersting read about how Lockheed Martin implemented continous improvement. The part about reducing defects by focusing on process variability makes total sense from an engineering standpoint. It's kind of wild how much resistance there was initially tho, since the results speak for themslves. Quality culture shifts like this take real leadership commitment.
Another banger, Michael - I learned some things here! I'm curious about the extent of Deming's infuence among senior leadership over the course of LM's transformation from their 1990s operating model to today. Is Deming's influence still felt or is it more indirect? How do they keep from backsliding through leadership turnover?
Really intersting read about how Lockheed Martin implemented continous improvement. The part about reducing defects by focusing on process variability makes total sense from an engineering standpoint. It's kind of wild how much resistance there was initially tho, since the results speak for themslves. Quality culture shifts like this take real leadership commitment.
Thank you, Michael!
Excellent article.
You’re welcome!