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In the words of W. Edwards Deming, "the central problem in management and in leadership is failure to understand the information in variation." While many quality management programs propose the institution of technical training in advanced statistical methods, this paper

In the words of W. Edwards Deming, "the central problem in management and in leadership is failure to understand the information in variation." While many quality management programs propose the institution of technical training in advanced statistical methods, this paper proposes that by understanding the fundamental information behind statistical theory, and by minimizing bias and variance while fully utilizing the available information about the system at hand, one can make valuable, accurate predictions about the future. Combining this knowledge with the work of quality gurus W. E. Deming, Eliyahu Goldratt, and Dean Kashiwagi, a framework for making valuable predictions for continuous improvement is made. After this information is synthesized, it is concluded that the best way to make accurate, informative predictions about the future is to "balance the present and future," seeing the future through the lens of the present and thus minimizing bias, variance, and risk.
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Title
  • Balancing the Present and Future: Making Valuable Predictions for Continuous Improvement in Management
Contributors
Date Created
2015-05
Resource Type
  • Text
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