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UK Deming Newsletter 1#4: 20 Apr 2000 ( please share)
UK DEMING NEWSLETTER ISSN: 1470-5672
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Volume 1, Issue No. 4 20 April 2000
Subscribers: ~270 total circulation ~950
Copyright© 2000 Alan Mossman unless noted otherwise.
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do share with like minded friends and colleagues
to request permission to reprint please contact the copyright holder direct
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The PURPOSE of this occasional Newsletter is to maintain and build the network among Dr Deming's fans in the UK and to support Deming style thinking and transformation in our organisations.
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>>Contents feedback@WED.waitrose.com
> news
> articles
discussion on goals and targets following the articles in Issue 2
> jobs
> groups
> HELP!
QC to QA
Road building and maintenance in Norway
> organisations
P & O Stena line - An ethical approach to performance standards
Steve Bispham & Adrian Davies
> people
> letters
> resources
> courses
> laugh
continual linguistic improvement from Birger Kvavik ;-)
> subscription and removal info.
>===================news@WED.waitrose.com
Computer problems in Cairo mean this is coming to you from a youth hostel on the Pembrokeshire coast path in Wales -- the weather today has been wonderful.
Leaving Present for former BDA staff.
Jack Crawford tells me that the collection has raised just under £400 so far. We are consulting Charlotte, B, Sophie, James and Val to find out what they would like. Last minute donations to Jack Crawford 01252 714983 jpk@crawfd.co.uk
BDA Assets and Archive.
As many of you will have already heard direct from PMI, PMI have acquired most of the the BDA Assets. They have undertaken to safeguard those assets that constitute the BDA archive.
IQA offer
In an unrelated development the Inst of Quality Assurance (IQA) has offered to house the BDA Archive and to create a Deming section within the institute. If you have views on this proposal please write to letters@WED.waitrose.com.
DemDim - The Deming Dimension
Building on the success of both his book and Inaugural Lecture title, Prof Henry Neave is relaunching the former BDA public and in-house seminar series under the Deming Dimension banner. Peter Worthington and David Young work with Henry to deliver these courses. For dates, titles, contact info, etc see courses section below.
Publication policy
I have a number of sets of email addresses that help me manage my mail. So that I can be absolutely clear what is intended for publication, and what is not, I am assuming that anything sent to an ...@WED.waitrose.com is intended for publication. Anything sent as a personal mail to any other address I will check with the author prior to publication unless it is obviously "in the public domain".
e-mail problems
I have had some problems receiving e-mails and know I have lost a number of subscriptions. If you know anyone who has subscribed and not received an acknowledgement please would you copy this newsletter to them and ask them to resubscribe -- send a mail to subscribe@WED.waitrose.com with your name and company name in the subject line and your *e-mail address* in the body of the mail.
UKDN in Business School libraries?
I'd like to make the UK Deming Newsletter available in Business School libraries. If you know the specialist business or management librarian in any [UK] college or university please let me have their address or ask them to write to editor@WED.waitrose.com.
>===================articles@WED.waitrose.com
In UKDN 1 #2 there were articles on arbitrary targets and goals by Mike Dickinson and Peter Walker respectively.
Vic Forte (vic@vichara.f9.co.uk ) wrote to UKDN:
>I'm confused. I have a real problem in understanding what Dr
>Deming's ideas were concerning goals, targets etc. as
>interpreted by your two articles.
>
>In the first article Mike Dickinson writes:
>"2. Figures needed for planning, prediction and budgets, should be
>neither arbitrary nor targets. Predictions need knowledge and are
>for guidance and help, not for judgment and blame."
>
>In the second article Peter Walker writes:
>"a relevant business goal will be one which defines the requirements
>that must be met to achieve business success. Because achievement of
>the goal is necessary for success, by establishing the goal we provide
>a focus for planning how the goal will be achieved and the resources
>necessary to achieve it."
>
>The two seem to be contradictory. According to Peter Walker a goal is
>necessary because it defines the requirements that must be met, but
>according to Mike Dickinson figures needed for planning should not be
>targets.
I copied Vic's note to both authors and asked for their comments.
Peter walker wrote:
The key to understanding this is the recognition of the difference between a prediction and an arbitrary target.
A PREDICTION is a rational evaluation of the probable outcome based on theory. For example, in a stable system the prediction might be based on the use of a control chart.
If our initial prediction is unacceptable from a business viewpoint we may then change the system [based on a theory of how things work] so that our new prediction is acceptable.
AN ARBITRARY TARGET is a level of performance that a person may be set to achieve. It will often be aspirational or a stretch goal set to motivate or measure people, and set in advance of any understanding of how it may be achieved.
Confusion between ARBITRARY TARGETS and PREDICTIONS causes significant loss in business.
Consider the following example:
The sales force that is set an arbitrary target to achieve a 20% increase in sales. They accept the target because they have to, but with little expectation that it is achievable. Meanwhile manufacturing have misunderstood and believe it is a prediction by the sales force. They therefore increase production capacity which will not be needed.
Consider a different example:
The management team predict that unless sales are increased by 20% the company will go out of business. A 20% increase in sales now becomes a "must do" or a valid business target.
Based on the "must do" of a 20% increase in sales, plans are developed which define how the increase will be achieved. i.e. the system is changed so that a rational prediction of 20% increase is achieved.
Thus a "must do" is a constraint and defines a valid business target. Something which is not negotiable. It then provides a focus for planning. You do not measure people on its achievement but rather resource it so that it is achieved.
>>-------------------------
Mike Dickinson wrote:
It is hardly surprising that there is confusion around terms such as targets, goals, objectives, predictions, forecasts, etc., since we need to develop operational definition, together.
Maybe a goal is a short term aim, which might not be numerical. As far as I remember, and am aware, Deming never used the word goal. I would be interested to know of any references to the contrary.
Remember: there is "no learning without theory (only motion)" and "there is no substitute for knowledge". Learning (and the knowledge developed from learning) enables one to predict.
The value of a prediction, in determining what will actually happen, will depend upon how well developed is the theory. Theory, and hence prediction, require the development of knowledge in various ways, such as:
1. Pilots, experiments, tests or small scale trials that have taken place.
2. Observations of signals of change, or unusually good, or bad, outcomes (special causes) that have been seen in the recent past, and can be related to the conditions that existed at the time they occurred.
3. Hunches - "Pet theories", maybe based on some knowledge (experiences supported by limited theory) in similar circumstances elsewhere.
4. General theory about such things as systems, variation, psychology and learning.
You cannot predict an actual individual result, apart from it being around a mean and within a range.
Just how closely one can predict what will actually happen (some might say "how precisely") will depend upon several factors, such as:
o The stability of the process (or processes) that produces the results that are of interest,
o The process(es) remaining unchanged whilst the initial data are being collected.
o The natural capability of the process(es), defined in terms of a mean and range.
o The amount of variation that exists around the mean, i.e. how much overall spread.
o The interactions of the processes, one with another, and under different circumstances
o The amount of knowledge that exists about the context in which all of this happens.
Upper and Lower Control Limits are calculated from the data points and must not be confused with Specification Limits.
"Trial" limits are calculated after plotting around 15 values. These might usefully be calculated again at, say, 20 to 25 data points. When special causes are present they should be identified and eliminated. Once the process is stable, the limits should not be routinely recalculated.
The prediction is that 'if the process remains unchanged, it will continue to provide results around that mean and within that range'. By projecting the limits forward in time, changes will be indicated by out-of-control signals.
To predict the effects of a process change, with any degree of precision, will require experimentation, using PDSA. If the process change is expected to continue, the limits should be recalculated after the appropriate number of results. The process(es) can then be monitored for further special causes signals.
All clear now? -- Ed. If not use letters@WED.waitrose.com to move the dialogue on.
>===================groups@WED.waitrose.com
May 8 -- Leadership 2; Rob Hirons -- Birmingham -- ADC
May 16 -- joint mtg w/ BQF 0930 -- BT Martlesham Heath, Ipswich -- East
May 24 -- TBA -- Derby -- E Mid
Jun 4 -- Kotter¹s 8 points for leading change -- Birmingham -- ADC
Jun 21 -- Future Oriented Strategies & Solutions - Duxbury & Ross -- Derby -- E Mid
Jul 3 -- -- Birmingham -- ADC
Jul 19 --Winning by Continuous Improvement - Dr John Norrie -- Derby -- E Mid
Jul 25/26 -- David Milles -- Gainsborough -- CEO
Sep 4 -- -- Birmingham -- ADC
Nov 21/22 -- Tony Robinson -- Bradford -- CEO
Contacts:
ADC -- Alan Mossman 765611@waitrose.com
CEO -- Denise Howard denise@yorkboat.co.uk
CCSG -- Mal Owen mhowen@globalnet.co.uk
BADN -- Alan Mossman bdabn@waitrose.com
E Mid -- graham.wall@lineone.net
East -- debora.ruel@btinternet.com
Gramp -- David Mills damills@deepwater.com
LonSE -- Colston Sanger" colston@shotters.dircon.co.uk
Low -- Terry Kehoe" terry@holyrood.ed.ac.uk
North -- Paul Hollingworth" PH@4GM.com
NWest -- MattLoughran@VanguardConsult.co.uk
Sheff -- Bob Cable" rjc@gjowitt.demon.co.uk
South -- keith.bowden@cwcom.net
SWales -- roger.key@onet.co.uk
WCtry -- Richard Thorns QualitasUK@compuserve.com
WMid -- Alan Clark alan@keybiz.com
York -- Shaun Irving shaun@yorkboat.co.uk
>===================orgs@WED.waitrose.com
P & O Stena line - An ethical approach to performance standards
Steve Bispham, Director, P&O Stena Line & Adrian Davies, Consultant.
© Adrian Davies 2000
Mention of P & O evokes for many people an image of luxury shops like floating cities and container vessels like leviathans. P & O is also one of the world's largest ferry enterprises, following its acquisition of Townsend Thoresen in 1987 only six weeks before the sinking of the "Herald of Free Enterprise". The ferry operations of P & O are organised around the main crossings which it serves; P & O Stena Line services the main crossings from the UK to Europe and was created following a merger between P & O European Ferries and Stena Line in March 1998. The company is overseen by a holdings board with three directors from each shareholder; a separate management company based in Dover runs the business.
The sinking of the "Herald of Free Enterprise" traumatised P & O which had only recently bought Townsend Thoresen. It was aware that the company had been a friendly family business but the impact of recent expansion had taken the operation beyond the point where control could be effective. Procedures were inadequate and responsibilities blurred. P & O moved swiftly to dismiss the board and to install effective systems and procedures, and to train the Townsend Thoresen staff to work to them. There was a sharp reaction from the unions which had previously controlled Townsend Thoresen, leading to the extended and violent strike of 1988 at Dover. This lasted six months and forced the dismissal of 2300 out of 3000 staff (with most officers and some key staff remaining loyal to P & O). The opportunity to pick new staff in tune with the P & O culture helped to create a new spirit in the whole company.
In 1990 a survey was carried out among the staff to gauge progress in changing the old culture. 2000 questionnaires were issued and 800 returned. P & O promised to publish the results of the survey when completed. The picture which emerged was of a schism between the intense loyalty built through teamwork on each ship and the alienation felt for the P & O Group. Respondents saw the Group as parasitical and remote, failing to communicate with the ships' teams and providing insufficient training. In the event the proposed date for publishing the survey results coincided with the climax of the court case against the board for corporate manslaughter of the victims of the "Herald of Free Enterprise" disaster. Publication was feared to be prejudicial but the results were used by management to shape a whole new change programme.
The research revealed a split between staff who saw the purpose of the business as the pursuit of excellence and those who felt that quality was the ultimate goal. It was recognised that a process was needed to galvanise employees in pursuit of creating a radically changed P & O which could win and retain the loyalty of its customers. To design and implement this process Steve Bispham was appointed Head of Corporate Standards and a member of the Management Board. Steve Bispham developed a programme which seeks to integrate both quality and excellence from the viewpoint of the customer, not of "league tables". The "Standard of Excellence" programme was designed to run for five years and lasted for six years, reaching to all parts of the business. The feedback from the programme was so powerful that each department was invited to nominate a representative on a working party to develop a set of quality standards which would ensure an uniform performance in customer care across the whole company. These standards needed to integrate the traditional seafarers' rules of discipline with a softer, more sensitive interface towards customers. This combination of inward rigour with outward flexibility may be unique to the passenger seafaring and aviation industries and was taken to new performance levels by people who worked at the sharp end of the ferry business.
At the end of the three years taken to develop and install the new standards the working party was disbanded, following a party to celebrate their success and awards of crystal decanters to all participants. It was important that the operating groups took over ownership and responsibility for standards, and that the working party did not continue as a source of conflicting loyalty. These standards were solely focused on customer relationships; other standards, such as ISO 9000, were developed primarily by management.
In 1998 a new challenge for Steve Bishpam arose following the merger between P & O European Ferries and Stena Line. P & O controls 60% of the shares in P & O Stena Line Limited and the new company has adopted P & O systems completely, including the quality standards which had just been developed. The process of merging is sensitive since P & O staff fear a dilution of the high standards which they have created. On the other hand Stena staff are motivated to embrace high standards, having so recently feared the loss of employment. In order to facilitate the transfer of better practice the company has rerecognised the seamen's union and negotiated more flexible terms of operation. P & O staff are introducing the new systems and standards on Stena ships and a programme of integrating staff is beginning with an exchange of ships' officers.
In order to accelerate the achievement of an integrated culture, Steve Bispham developed and implemented a programme to define the mission and values of the merged business. This was driven by the board and initial findings were tested with focus groups within the company. As a result the mission of P & O Stena Line is stated as follows:-
"P & O Stena Line offers an independent, market driven, contemporary brand that operates to the highest possible safety standards and has a clear formulation of quality benefits, which profitably attract the majority of cross-channel ferry travellers from a wide cross section of society, on a regular basis".
The brand values of the company are:-
o Quality
o Friendliness
o Innovation
o Value (for money)
o Choice
Safety is not seen as a brand value but as an underlying commitment.
Quality is reflected in the ability of P & O Stena Line to identify and meet customer expectations, both stated and unstated. Quality may be recognised by the willingness of customers to offer repeat business; it is measured directly through analysis of complaints.
Friendliness was brought to P & O through the merger with Stena Line. The "British" culture of P & O contrasted with the Scandinavian warmth enjoyed by Stena Line passengers. Friendliness is now defined as offering good service with style in a context of enjoyment and fun.
Innovation is critical in order to remain competitive. P & O Stena Line seeks to create an expectation of novelty among its customers so that they look forward to booking again. The large size of P & O Stena Line ships compared with those of competitors enables passengers to enjoy space and a wide variety of features. Great emphasis is placed on new entertainments for children and, for adults, themed bars cater for different tastes. Special features abound, ranging from Coca Cola Megadromes to Langan's Brasserie. Everything is done to underline the contrast between the P & O Stena "experience" and the "loo and a light bulb" offered by Eurotunnel to its shuttle passengers.
Value for money is at the heart of the transit market competition. Sea France offers the cheapest ferry crossing but can be unreliable. Eurotunnel is expected to be faster but is only marginally so in practice. French passengers like Eurotunnel as it is "high tech"; British passengers still enjoy having a mini-cruise, plus the opportunity to buy duty-free goods at leisure. This latter feature is now having to be remodelled to meet new regulations. The size of the P & O Stena Line fleet enables freight drivers to be offered a separate service which improves the quality of the ferry experience for both freight drivers and for tourists.
Choice is an important value. It recognises that customers have a choice of ferry or tunnel; this recognition galvanises the staff of P & O Stena Line to make themselves the first choice. Choice also underlies the provision of sailings every 45 minutes in high season, removing much of the fear of arriving late for the scheduled departure. Most customers arrive well in advance of the sailing they had booked and are delighted to find themselves on an earlier crossing. Those delayed by breakdown or traffic problems can be assured of a later crossing if they arrive late. The value of this choice is revealed in the statistics which show that 60% of departures from Dover, and 80% of departures from Calais, are not as originally scheduled!
How will Steve Bispham equip P & O Stena Line to deliver the high performance standards to which it is committed? The quest for higher standards is driven by a four stage process, which includes recruitment, training, motivation and research/analysis. The purpose is to ensure profitability and consistency of staff performance.
Recruitment now focuses on selecting staff who, in addition to high levels of professional competence, have the motivation to provide outstanding customer service. Selection procedures are rigorous and include psychiatric testing; the aim is to find recruits in tune with company values.
Training is a permanent process in order to renew and develop skills and to revisit and re-explore company values. Training is guided both by company needs and individual assessment. Growing use of teamwork to drive development projects provides the opportunity for action learning which builds on the results of formal training. P & P Stena Line uses students as contract staff to meet the summer peak. They are treated and trained as if they were permanent staff so that customer service is seamless. A significant and growing number of these seasonal employees now seek a career in the company.
Motivation is sought through openness and fairness. Lack of openness creates cynicism which quickly poisons customer relations. Great care is taken with internal communication and in listening to staff as much as customers. Motivation is also achieved by careful and regular appraisal of staff, enabling them to identify and pursue new job opportunities within P & O Stena Line. Reward systems are open and geared to agreed personal targets for performance. The company has also taken steps to escape from a culture of blame by encouraging frank recognition of mistakes and by emphasising the opportunities for learning which they provide.
Research acts both as a reality check and as a source of innovation. Most research is carried out by independent specialists, using questionnaires and focus groups. Standards are regularly benchmarked against best performance in all service industries, since transport has traditionally not set the pace in customer relations.
In pursuing its goal of higher standards of quality (as perceived by its customers) P & O Stena Line is seeking to underpin the more competitive offering it is developing by ensuring its predictability and consistency. Quality which varies between outstanding and mediocre corrodes customer relationships which can only be built on trustworthy performance. Achieving such consistency while at the same time driving for higher standards is the key challenge faced by Steve Bispham in the next few years as P & O Stena Line faces intensifying competition.
The growing market share of Eurotunnel and the recent loss of duty free entitlement are seen by some observers as the death knell of the European ferry industry. The challenge for P & O Stena Line is to transform the need to cross the English Channel into an experience which enhances both ends of a Continental journey, both for holiday makers and for freight drivers. Innovation will be needed to create tempting offerings; consistently high quality standards are essential to ensure a satisfactory experience and to build ongoing relationships.
---------
Steve Bispham is the director of P&O Stena Line responsible for corporate standards.
He has played a major role in the integration of P&O and Stena Line through
setting challenging new standards of customer service.
Adrian Davies is a consultant and author, specialising in strategy, marketing
and corporate governance. He may be contacted at ahtdavies@aol.com
>===================help@WED.waitrose.com
Will Craigie (Will.Craigie@udv.com) writes:
We are a packaging company and have an enormous number of quality checks throughout our processes managed by an ISO9002 business system. We want to move from this to a quality assurance environment where the people at each process can achieve a quality output. Has anyone implemented a change of this type in a manufacturing environment?
>>----------------------------
Birger Kvaavik, bkvaavik@c2i.net, wants to hear from line managers who work in non manufacturing environments and who would be prepared to talk managers in the Norwegian Road Authority.
The Road Authority has four areas of activity. Production concerns itself with the making and maintenance of roads. Construction is the engineering activity - construction of bridges etc. Traffic is concerned with vehicle safety etc. And finally the administration who are responsible for budgets, personnel administration etc.
They have been exposed to quality systems both in terms of ISO 9000 and EFQM model for organisational excellence.
They are not very familiar with nor do they understand how the management of processes is applicable to them. I believe that exposure to in similar organisations in their type of environment that use Deming's methods [mainly processes and the understanding of variation] and philosophy would be a boost to the development of an appreciation of the role of processes and how they may be managed to get better results.
It is the old story that managers are more apt to believe what they hear from other
managers than what they hear from their advisors.
Hope you are able to give me a lead on this.
>===================people@WED.waitrose.com
Excelsis has become GT-S SYSTEMS and Terry Peterson's new email address is terry@gts.demon.co.uk
last November LES WATSON moved from Cheltenham and Gloucester CHE to join the executive at Glasgow Caledonian University. He has responsibility for all matters related to IT and information. The equivalent in a modern business would be Chief Knowledge Officer. He says it's working out very well so far.
>===================letters@WED.waitrose.com
>Roy Madron writes:
The Performance and Innovation Unit, Cabinet Office are the kind of people who should be hearing the Deming message.
The unit has posted a fair amount of interesting stuff on the web.
In particular its values statement includes:
"Be outward looking and objective, and so
- Listen to all sides
- Use rigorous analysis and sound evidence
- Take a strategic view"
The whole site can be viewed at
http://www.cabinet-office.gov.uk/innovation/
[Who knows how to reach them --ed.]
>===================resources@WED.waitrose.com
for those of you faced with demands for ISO9000-2000 there is an article on the Vanguard site [www.lean-service.com] suggesting why the new standard offers no more than the old. Vanguard also offer a free e-newsletter. Subscribe on-line at the same address.
>===================courses@WED.waitrose.com
May 10 -- Process Mapping and Analysis -- ? -- Vanguard
May 11 -- Lean Thinking with Brian Swain -- Bracknell -- Rubicon
May 15 -- 1. Intro to Deming Mgmt Approach -- Nottingham -- DemDim
May 16 - 17 -- 2. U/standing the Deming Philosophy -- Nottingham -- DemDim
May 17 -- Business Excellence and Best Value -- ? -- Vanguard
May 18 - 19 -- 3. Improving mgmt through statistical thinking -- Nottingham -- DemDim
May 24 -- Understanding Variation -- ? -- Vanguard
Jun 7 -- Process Mapping and Analysis -- ? -- Vanguard
Jun 14 - 15 -- Understanding Variation -- Nottingham -- DemDim
>>----------------------------demingforum.uk@virgin.net
Jun 28 -- Learning Forum 1 -- Birmingham -- Forum
Jun 29 -- Learning Forum 2 -- Brighouse -- Forum
Jun 30 -- Where to from here ? -- tba -- Forum
Jul 1 -- Bell Boating with David Train -- nr Evesham -- Forum
>>--------------------------------------------------------
Sep 9 - 15 -- Power Lab with Barry Oshry -- Newport, Shrops -- VISTA
Sep 18 -- 1. Intro to Deming Management Approach -- Nottingham -- DemDim
Sep 19 - 20 -- 2. Understanding the Deming Philosophy -- Nottingham -- DemDim
Sep 21 - 22 -- 3. Improving mgmt through statistical thinking -- Nottingham -- DemDim
Oct 2 - 4 -- New Leadership--Birmingham--SDCT
Oct 31 - Nov 3 -- Influencing w/o Executive Authority -- SDCT
Nov 1 - 2 -- Understanding Variation -- Nottingham -- DemDim
Nov 27 -- 1. Intro to Deming Management Approach -- Nottingham -- DemDim
Nov 28 - 29 -- 2. Understanding the Deming Philosophy -- Nottingham -- DemDim
Nov 28 - Dec 1 -- Leading Continual Improvement - SDCT
Nov 30 - Dec 1 -- 3. Improving mgmt with statistical thinking -- Nottingham -- DemDim
Forum -- demingforum.uk@virgin.net
DemDim -- tel: 0115 984 6550, fax: 0115 984 6552, or via e-fax
Henry@441159846552.iddd.tpc.int
P-TBM -- hazeljcannon@Prism-TBM.com - 01525 718652
Rubicon -- BrianSwain1@compuserve.com
SDCT -- admin@sdct.com - www.sdct.com - 0176 149 0556
Vanguard -- office@vanguardconsult.co.uk - 01280 822255
VISTA -- Anne Brooks VISTAanne@aol.com - 01527 837930
>===================laugh@WED.waitrose.com
Birger Kvaavik, bkvaavik@c2i.net sent the following:
The EU has just announced an agreement whereby English will be the official language rather than German
As part of the negotiations, the UK Government conceded that English spelling had some room for improvement and has accepted a 5-year phase in plan that would be known as "Euro-English."
In the first year, 2002, 's' will replace the soft 'c'. Sertainly, this will make the sivil servants jump with joy. The hard 'c' will be dropped in favor of 'k'. this should klear up kunfusion and keyboards kan have one less letter
There will be growing publik enthusiasm in the sekond year when the troublesome 'ph' will be replased with 'f'. This will make words like 'fotograf' 20% shorter!
In the 3rd year, pubik akseptanse of the new spelling kan be expected to reach the stage where more komplikated changes are possible. Governments will enkorage the removal of double leters which have always ben a deterent to akurate speling. Also, al [not me --Ed.] wil agre that the horible mes of the silent 'e' in the languag is disgrasful and it should go away
By the 4th year, peopl wil be rerseptiv to steps such as replasing 'th' with 'z' and 'w' wiz 'v'
During ze fifz year ze unesesary 'o' kan be dropd from vords kontaining 'ou' and similar changes vud of kurs be aplid to ozer kombinations of leters. After ze fifz yer ve vil hav a rali sensibl ritn styl. Zer vil be no mor trubl or difikultis and evriun vil find it ezi tu undrstand echozer.
>>===============feedback@WED.waitrose.com
Next general issue will probably be a few days after Easter.
Copy by Easter 2000 please.
>>===============
--
Alan Mossman <mailto:alan@TCBltd.waitrose.com>
The Change Business Ltd 19 Whitehall STROUD GL5 1HA UK
tel: 01453 765611 fax: 0870 169 0645
Creating value for customers' customers
o Continual Improvement o Systems thinking o Demand value flow
o Strategy development o Learning and learner support
o Process mapping and Deployment Flowcharting o Best Value
o The creative process o Managerial and Organisation Development
editor UK Deming Newsletter editor@WED.waitrose.com
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