Carnival of Quality Management Articles and Blogs – May 2013

Welcome to May 2013 edition of Carnival of Quality Management Articles and Blogs.

We would continue with our practice of putting across the excerpts from the respective post / article without any editorial intervention, so as to get the intent of the article without any dilution.

Let us open the account with some basics –

New Website for The W. Edwards Deming Institute

“Some of my favourite content on the new site include the articles, photos, videos, timeline and short descriptions of some of Dr. Deming’s most famous ideas.”

Having a National Quality Award is Only Part of Sustainable Success

So why aren’t their more repeat winners?  Some theories:

For small businesses – the cost is a barrier though some state programs are starting to overcome this issue.

Changes in leadership – all quality award programs require FULL management support and MBNQA is no exception.  The leader who shepherds the organization to winning the MBNQA often does not stick around for another round.  The question becomes for the new leader, what is the ROI for being an award winner and does it generate significant revenue to continue supporting the program?

Economic Conditions – This theory particularly impact non-profit and governmental winners in that these organizations often are not revenue generators.  Budgetary efficiency is a prime driver and the same management questions above are often asked here as well.

MBNQA as a “bolt-on” – This theory is my pet peeve because we really have not addressed the essence of quality programs.  Quality works best when it involves organizational integration.  Usually, a small group is involved in developing the award packets.  “It’s their job to do MBNQA.”   This leads us down the path of “real” ROI to doing MBNQA and it opens itself up for immediate cuts in poor economic situations.

I would contend that a better guideline for a national quality award should be Deming’s 14 Points rather than the MBNQA criteria.

Quality: Ownership and Getting Better  – @ Tanmay

     Quality you deliver has everything to do with how much you own your work. Your work carries your fingerprints. It tells a story about you.

On a long run, compromising on quality of your work because of the external factors and not growing through your work can be both painful and costly!

A Culture of Quality from ASQ TV

Organizations do not survive on good products and services alone. Brien Palmer, author of Making Change Work, relates the importance of a culture of quality for any organization.

Michelin’s Obsession with Quality – To North American company president, Pete Selleck, manufacturing the ‘Michelin way’ means making quality king.  – Travis Hessman | IndustryWeek

“This is proof that process control in our industry is key,” Selleck said. “We all use the same equipment to make tire, so we know it’s not the equipment that makes the difference. It’s the interface between the equipment, the material and the person—the training and the qualification of the person—that makes the difference.”

“Respect for People” and “The Design of the System” – Larry Miller

Michel Baudin, a fellow blogger and author, posted a video link of a panel discussion that included Jeffrey Liker (The Toyota Way, Toyota Leadership) in which British consultant John Seddon makes the comment that “This respect for people stuff is horse shit.” Seddon argues that, what leads to improvement is the system and not an intervention to respect or deal better with the people.

On Michel’s blog there then followed what I think was an interesting exchange on the subject between Michel, Mark Graban and myself.

You can find the entire 45 minute panel discussion here: http://vimeo.com/42297077. It is a worthwhile discussion about lean, standard work and the nature of the system.

Respect for people is the result, not only of personal patterns of communication, but also the result of the nature of the system.

Here are just a few ways you can design into your organization’s system respect for people.

1. On-Boarding Respect – How you bring people, particularly managers, into your organization can set the pattern for the rest of their career with your company.
2. Leader Standard Work at Gemba – Leaders at every level should spend some time at the front-line, where the work is done.  If, on the other hand, he is scanning the environment for “how can I help them and what can I learn from them?” he is demonstrating respect. Leader standard work should be reviewed at the next level, and the next.
3. Design Decision Making for Respect
4. Encourage Experimentation and Improvement – Most continuous improvement, and it is the intention of the PDCA cycle, is simply to cause people to think and to try some possible improvement. There should be no fear in experimenting and failing. That is inherent in the learning process. If you encourage and reward experimentation, you are demonstrating respect for people.

Committing to a cycle of honest communication – Seth Godin

The inability to say the thing that will make everything better (because of fear of shifting the status quo) is a project killer.

The Best Decision You’ll Make Today: Read This Post –

Peter Drucker studied decision-making closely and wrote a lot about it, breaking down the process into a series of seven steps. They include:

• Determine whether a decision is even necessary.
• Classify the problem. Is it common or unique?
• Define the problem. What is this situation really all about?
• Decide on what is right. That is, make the right kind of compromise.
• Get others to buy the decision.
• Convert the decision into action—that is, make it somebody’s work assignment and responsibility.

When it came to helping people see if they’d made wrong decisions, however, Drucker advocated a quite straightforward approach. It’s embodied in the seventh of his seven steps: Test the decision against actual results.

“Systematic decision review” was Drucker’s term for it.  “Checking the results of a decision against its expectation shows executives what their strengths are, where they need to improve and where they lack knowledge or information,” Drucker wrote in a 2004 essay for Harvard Business Review. “It shows them their biases.”

How a Manufacturer Improved Communication in Every Department 

How did Nation Pizza and Foods increase efficiency by more than 10%? Take one 190,000 square foot facility, six high-speed lines, over 600 employees and add downtime into the mix, and you have a recipe for improving efficiency. In this free white paper, get the inside story on what this award-winning food products manufacturer did to slice downtime, speed up response time, enhance safety and improve communication in every department — in and outside the plant.  Click here to download.

And, now, a couple of articles on the timeless subject of Qualities of a Leader:

Do You Have a Bad Boss?

The top ten qualities that make a good boss:

1. Communicates with their boss.
2. Prevents problems before they occur.
3. Matches employee skills to the job.
4. Deals with bad employees.
5. Shows respect and values every employee.
6. Focuses on getting the job done and not the time clock.
7. Is consistent, predictable, and tells the truth.
8. Communicates with their employees, often.
9. Coaches and trains others.
10. Praises employees and rewards good work.

Ariens: Seven Skills of a Lean Leader .- Jill Jusko | IndustryWeek
Ariens CEO outlines qualities needed to sustain the lean journey

1. Servant Leader – A coach and a player

2. Relentless Change – “The journey never ends, and we must be learning forever,

      3.  The Disciplined Chaos – the ability to recognize where you want to go and remain focused on that goal without letting chaos throw you off.

      4. The Benevolent Dictator – dictates of benevolence

• Be honest.
• Be fair.
• Keep our commitments.
• Respect the individual.
• Encourage intellectual curiosity.

     5.  Fearless Anxiety -   See challenges as speed bumps

     6.  Cultural Revolution -Ariens described a company’s core values as its “cement.” The revolution is what “goes on above, and the cement allows that to happen.”

     7.  Confident Humility – knowing we will be OK without being complacent

“The journey is the destination. When we realize that, that’s when we know we have arrived.”

On that note, we change tracks to the subject of Continual Improvement:

Not every improvement has to be a breakthrough by JAMIE FLINCHBAUGH

Sometimes the best way to maximize Return on Investment is not to look for the high returns but to look for the low investments. Keep it Simple…well, you know the rest.

Transformational Change vs. Continuous Improvement – Lawrence M. Miller, author of “Getting to Lean – Transformational Change Management”

It may sound like sacrilege to hear someone say that continuous improvement may not always be the right answer. Of course, it is the core process of lean management. But, there are times when more significant and more rapid change is required – sometimes revolution rather than evolution is called for.

 The first thing to understand about transformational change is that the external environment — technology, regulation, competition, the economy — is forcing change upon your organization. Your organization is a sub-system of a larger system, and it must align its systems to the external world. Sometimes that external environment demands rapid change that may be uncomfortable for everyone.

Second thing to know is that every organization is a “whole-system.” Lean management is a whole-system. It is not 5S, teams, or process maps. It is everything from the organizational structure, the information system, the decision-making processes, the human resource systems, etc.

Third thing to know: Sub-systems of the whole must be aligned.

Transformational change is not problem-solving. It is designing the whole-system to meet the needs to customers and the future environment. It is an act of creating something, not fixing something.

Transformational change is a process designed to create significant change in the culture and work processes of an organization and produce significant improvement in performance.

Phil Buckley’s article “Why don’t we do the things we know we should do?” was primarily written for the “leadership” audience, but is equally relevant for our discussion on Continual Improvement.

An excerpt:

My default behaviour is to keep working until tasks are completed, even when my resources are low.

It’s time to make a change. Here is my plan for breaking this unproductive habit:

• Make a list each night of non-work activities I will complete on breaks during the following day (I am a list person)
• Visually display this list beside my priority activities list (visual reminders are powerful)
• Review my progress nightly (and make notes as I do after my runs)
• Ask a friend to check in on my progress (I know I will never have “nothing to report”)
• Reward the desired behaviour (schedule guilt-free play time to spend with family and friends)

And here is our round up of the current edition:

Management Improvement Blog Carnival #192

Management Improvement Blog Carnival #193

Thanks a lot for visiting this carnival… I look forward seeing you when we are here next month.. till then, I keenly look forward to your feedback………..

Carnival of Quality Management Articles and Blogs – February 2013

Welcome to February 2013 edition of Carnival of Quality Management and Articles Blog Festival.

Quality has any many meanings as the number of contexts and the periods in which it is used. “What is Quality?” – The Best Explanation Ever , while taking a view at definitions in the applicable ISO standards provides a refreshing view while discussing Mitra’s Model (2003), which incorporates the many implied aspects of the ISO 9000 para 3.1.5 definition of quality, which was developed by analyzing the definitions of quality in over 300 journal articles (many from the marketing literature), observes that  there were five stages of the dynamic process of achieving and improving quality:

• Organizational antecedents – creating an organization whose capabilities can support achieving world-class quality in products and services
• Operational antecedents – designing quality into products, managing processes to achieve quality
• Production quality - meeting specifications for features, reliability and performance; adequately addressing aesthetics and customer taste preferences to create demand
• Customer consequences of quality – whether and how customers perceive quality, and how this impacts retention
• Market consequences of quality – in terms of market share, as well as the impact of quality and quality improvement on its contribution to profitability and global competitiveness

We also take in a point of view of regulatory angle to Quality Management (System) in Sarbanes-Oxley And ISO 9000. The article discusses in detail normally an underplayed and non-value adding aspect – documentation and its importance. From the legal point of view, however, documentation is a major asset of ISO 9001, providing records and internal controls. For example, a test result is a record. A signature is a control. Quality records define a trail from customer expectations to delivery and all steps in between.

This trail assumes massive importance when customer disappointment goes to court. Indeed, following the collapse of customer confidence in the aftermath of major corporate scandals, the U.S. government has gotten very interested in paper trails and controls. In law, they are not form but substance, and you can go to jail if the trail is not clear. In the past, a company might have to pay a fine for wrongdoing, but under the Sarbanes-Oxley Act of 2002 (SOX), the CEO can go to prison as well.

Fortunately, internet has now many resources that can provide wide ranging options, one such being How to Create a Standard Operating Procedure Template. And this is indeed just one of many and no way, limiting the innovative ability of the implementing team to improvise and improve the documentation without being excessively bureaucratic.

Also, Quality view of managing Quality is, essentially, long term, as emphasized in 14, not 3, is a Magic Number for Dr. Deming and Toyota,  by Mark Graban.

Apart from the perspective of time as a dimension of the decision-making, ability to take decisions in the environment of ambiguity remains a “core challenge”. Leadership Caffeine puts forward 3 Situations to Quality Check Your Gut Instinct : 1. Talent Choices – be deliberate about getting beyond your gut reaction and better understanding the candidate’s behavioral approaches to situations.  2. Strategic Choices – Rethink the external factors prompting the decision-choice, and get help evaluating whether the risks from not moving might just exceed those from stepping down an unfamiliar path. 3. More Time and Money Decisions – Some situations may well merit more time and money, but repeated calls for these precious assets are a sign of trouble.

William Cohen, Ph.D., in an article – Is ignorance the most important aspect of problem solving? –  in his regular column @Process Excellence Network , shares Peter Drucker’s views on the secret of his own success as an outside consultant – for an insider, to maintain objectivity that comes in by looking at the issues from a distance of an outsider – Drucker responded, “I ask the right questions.”

“I never ask these questions or approach these assignments based on my knowledge and experience in these or other industries. It is exactly the opposite. I do not use my knowledge and past experience with the subject at all. I use my ignorance. Ignorance is the most important factor in problem solving.”

Other student hands shot up, but Peter waved them off. “Ignorance is not such a bad thing if one knows how to use it,” he continued, “and all managers must learn how to do this. You must frequently approach problems with your ignorance and not what you think you know from past experience. What you think you know is probably wrong.”

Whilst on the subject of ‘asking’ questions to manage the affairs of the organization effectively and efficiently, we also, fortunately, have  The 10 Most Important Questions You Will Ever Ask About Your Organization .”Drucker’s own five questions—What is our mission? Who is our customer? What does the customer value? What are our results? What is our plan?—and what he labeled ‘the theory of the business.’ adding that, to extend the list to 10.” .. thanks to Lafley, the former chief executive of Procter & Gamble, and Martin, the dean of the University of Toronto’s Rotman School of Management, – What is our winning aspiration? Where will we play? How will we win? What capabilities must be in place? What management systems are required? When a company can’t seem to get its strategy straight, it’s often because of “a reluctance to make truly hard choices,” Lafley and Martin assert. “It is natural to want to keep options open as long as possible, rather than closing off possibilities by making explicit choices. But it is only through making and acting on choices that you can win. Yes, clear, tough choices force your hand and confine you to a path. But they also free you to focus on what matters.””

Peter Drucker of course was known for his knack of asking the ‘right questions’. Here are Drucker’s Enduring Questions :  The first comes from Jack Bergstrand, of the Drucker Institute’s partner consulting firm Brand Velocity, who asks, “What should we stop doing?” The second comes from Clayton Christensen, of Harvard Business School, who asks, “If we didn’t have an existing business, how could we best build a new one?”

If these questions seem to make the life a bit hazy, we should not hesitate to re-visit the classical models, like Baldrige criteria, for a rigorous evaluation of the outcomes of our decisions. How Does Baldrige Help? – Why does the Baldrige criteria work? These are some really tough questions. Large companies are complex and need someone to show them the inter-connections of the competing causes and effects.  Emphasis on results, alone, “excellence will not be achieved with one part of the organization doing well.”

The 2013-2014 Baldrige Criteria build on the 25-years’ tradition of aiming to empower the organizations “to reach their goals, improve results, and become more competitive”, and “feature a renewed focus on:

• Innovation management, intelligent risk, and strategic priorities;
• Social media;
• Operational effectiveness; and
• Work systems and core competencies.”

And, the organizations – to remain (always) quantitatively and qualitatively ‘young’ – can certainly draw quite a parallel with the individual human beings – “Laugh Loud and Live Happily; Keep Dreaming”. The maxim we probably know, but presented very differently @ How To Stay Young Forever.

Brian Gast provides another approach to the meaning of work-life balance – remedy that also can help sustained vitality and happiness – in How Executives Can Get a Work-Life Balance . He opens the subject with a question – Have you ever wondered why you keep doing something that you know is bad for you? He goes on to explain that, “the addict lives inside all of us. When it takes over, things get out of balance. You are not alone. We are all addicted to something. ..The addict operates on a core set of mistaken beliefs. These beliefs comprise part of a bubble that encases you. Your entire experience of the world is distorted because you see it all through your bubble. It’s these bubble beliefs that cause you to over-commit, under-delegate, and reach for more and more.”

We also have two articles to help draw our knowledge from the unrelated fields – detective fiction and hard-core espionage operations.

Jennifer Miller’s How To Solve Problems Like Sherlock Holmes lays out how “in exploring the thinking of Sherlock Holmes, and plumbing A Study in Scarlet, The Hound of the Baskervilles, and many other works by Sir Arthur Conan Doyle, Konnikova has provided a guide for greater self-awareness, stronger memory, better focus, and enhanced creativity.”
And the other one is: Work Like A Spy: An Ex-CIA Officer’s Tips For Business Success by Danielle Sacks, where J C Carleson speaks  to Fast Company about exploiting your competitors, the importance of building intelligence networks, and why you should befriend your company’s security guard.

In concluding this month’s edition, it would be most opportune to record two annual reviews of Management Improvement Carnivals –  2012 Management Improvement Carnival – Part 2 and Annual Management Improvement Blog Review: 2012.

Finally, an oft-quoted Einstein’s insight: “The significant problems that we have cannot be solved at the same level of thinking with which we created them.”

Carnival of Quality Management Articles and Blogs – January 2013

I plan to primarily focus on Quality of Life and Quality of Quality as a Profession in the carnivals that I would present every month.

No one would have ever imagined that an inaugural carnival, in the year 2013, on a subject like QUALITY, so much and so widely debated, at least for more than 70 years now can open the score with taking up a discussion on the definition of Quality.

Aimee Siegler in her post Influential Voices: Defining Quality, while leading us to two more active debates – Paul Borowski’s How Do You Define Quality?  and Roberto Saco’s circuitous definition  – wide opens the scope of Quality – internalization of Quality and Embracing Sustainability.

As we then take the next step setting the stage with Vikram Karve’s Quality of Life wherein he has raised an all important question – We all know how to love, how to live and how to learn, and we do spend time and effort doing these three things, but how many of us are concerned about leaving our legacy for posterity?

The Drucker Institute has a quite business-like article, on a parallel line: The Secret of Becoming a Corporate Superhero, which states: Long-term value creation doesn’t require the powers of a superhero. It starts with putting the customer first, understanding real value drivers and thinking carefully about how to create new opportunities.

However, we would expanding our scope in these carnivals and would share an Eagle’s eye view, primarily on  – Vision(ing); Concepts and Values; Measurement Paradigms and “Reinvent Continuously”  – aspects of Quality of Life and Quality of Quality as a Profession. We may not, necessarily, cover each category in each edition of the carnivals here, but we would certainly keep on exploring the blogosphere on these roads.

So here we go:

 

 

Simple Tom provokes us to catalyse our inherent quality of questioning to search for the meaningful understanding and realizing the true potential of world around us  in “Keys to Higher Consciousness”.  He has also laid out a well-defined challenge by asking an equally provocative question – Are You a Visionarie or a Follower? “You’ve just gotta go for  it and put one foot in front of the other!”

Jesse Lyn Stoner goes on to provide a set of realistic directions on “How to Keep Your Team Goals on Track”, to those of us who have been able to create a shared vision, but face (whether known or unknown or unaware)  threat of unaligned systems and  practices that can derail their future journey. (better be aware of those rumbling sounds!)

Zen Habits, in “Do less: A Short Guide”, strongly advocates going against the stream and stepping back. The underlying intrinsic philosophy is to ‘savor’ and ‘curate’ our tasks so as to create a day of ‘doing less’, and in turn ‘savor’ our life.

On a somewhat similar stream of thought, Socratez Online provocatively cajoles to stick our neck out of our comfort zone, in the article “Tips For Perfectionists” to achieve what we are destined to achieve, “despite (our) flaws and because of (the) courage to be imperfect.”

Over and above this qualitative future view of our world, we see highly charged and considered discussions on the future of more mundane activity – the Manufacturing – that should be of matter of concern and interest for the current and future  management and manufacturing professionals. Manufacturing the future: The next era of global growth and innovation, a major report from the McKinsey Global Institute, presents a clear view of how the manufacturing contributes to the global economy today, and how it will, probably evolve over the coming decade. Our evergreen management thinker, Peter Drucker, is quoted as “The company is insourcing the basic compounds to achieve quality control, but it is outsourcing the final” production. It is looking at the entire value chain and deciding where to place various activities.” In a satirically titled article Why This Blog Post Was Not Outsourced to China.  No doubt, the circle of outsourcing seems to have turned a full cycle. To those professionals who had had not the direct experience of the first cycle, this new phase will have its own challenges. And to those who have been part of the now-mature-paradigm of outsourcing, this new vista are going to throw open a new world, as well.

From this macro perspective, we  come down to the near-future realities and gain a perspective of  how to “Get Prepared for 2013′s Unpredictable Changes and Chances” so that “as our chances come we’ll emerge as victors rather than victims of change”

Getting out of our comfort zone is (always!?) scary. “Not of death or injury of course, but of failure”. Stacy Barr in her regular lucid style goes on say “BHAGs, stretch targets and any other kind of big goals demand that we simultaneously think about the result we’re aiming for and the adventure of getting there.” in The REAL reason for BHAGs is NOT to achieve them!
Manufacturing Innovation eXcahnge (MIX), which  operate a novel   feature, Hacks which presents boundary-pushing proposals for changing the way organizations work and leaders lead … We have a very interesting report from a hack that suggested  the idea of managing performance was itself incompatible with the 21st century notion of reinventing management that we discuss every day..which led to running a (grassroots) hackathon. The ultimate compilation of results of experience of almost 70 persons  around the world that may well define a new vision of a “performance management” ( or by whatever name it may be known in Management 20 world is a report – “Getting Performance without performance management”.

Dr. Pietro Micheli, in “The Seven Myths of Management” observes that “Too many indicators and reports, and loose connections between strategy and measures often make measurement systems very expensive pieces of furniture.” He goes on to state that “While their intentions are usually positive, our research shows that, in fact, they often encourage exactly the behaviors their organizations neither need nor want.

Obviously, any measurement system is going to result into under and overachievers as well.  We have two relevant and searching articles – What Overachievers Can Do to Save Themselves – for Shri Subrato Bagchi, wherein he proclaims that “there is no external enemy. Only ordinary people need an external enemy. The overachiever is his best friend and his worst enemy.” However, “Overachievers that run the course are conscious to disassociate themselves from their personal success” and failures if there are any.  “As much in the corporate world as outside, sustained overachievers take their success as a responsibility; as a burden, not an entitlement. Therein lies the capacity to keep the feet firm on the ground even as the eyes are set on the peak.”

In the article from strategy+business  “The Cult of Three Cultures”, MIT expert Edgar Schein “suggests that there are at least three separate professions creating their own cultures within every large corporation. Professor Schein calls them the “operational,” “executive,” and “engineering” cultures. Each has its own attitudes about people, work, money, time, technology, and authority. The exact names and descriptions of these professional cultures are open for debate, but the heart of the theory is the inherent conflict among them. Members of each culture consistently misunderstand each other, even when they earnestly desire to work together.”

Quality can deliver quite a serious message in a very lighter way. Mark Graban in his LeanBlog presents Dr. Deming’s wisdom with some very funny moments. He has taken pains to curate some of those funny moments from a 2-hour address to a university in Connecticut by Edwards Deming.

Before we conclude this month’s Carnival, it would not be out of place to visit an article – 5 Keys To Making Strategic Reinvention Stick – by Kaihan Krippendorff. The author pointedly shares on overcoming obstacles to self-improvement while narrating five critical elements of a defining plan from Phil Cooke’s new book – Telling Your Story in the Age of Brands and Social Media.

We conclude this month’s carnival with a lively set of lessons of Business Etiquettes that “Emily Post is charging $200 – $300” but we have them “free of charge”. Here are two samples:

• “The superior man is polite but not cringing; the common man is cringing but not polite.” Confucius
• “A man’s hat in his hand never did him any harm.” Italian Proverb.

Acknowledgements of submission of articles to this carnival:

Brittany Martin presents “How to Evaluate Your Nanny; to bring it to the notice of all the professionals that there is no dichotomy between sound (management and technical) principles as applicable to The Profession or to The Life, so long as we have the Right Attitude of Quality.

Comments to improve and enrich the Carnival are most welcome.

Can responsibility be made commensurate with authority? – Peter Drucker’s interesting views

Peter Drucker was of the considered views that “…it was dangerous to hand out authority without responsibility, that if we decentralize we have to make people responsible and accountable. Otherwise. . . . it would be chaos.”

For Drucker, few principles were more sacrosanct: “Whoever claims authority thereby assumes responsibility,” he wrote in Management: Tasks, Responsibilities, Practices. “But whoever assumes responsibility thereby claims authority. The two are different sides of the same coin.”

In Concept of the Corporation, Drucker was even more blunt: “Authority without responsibility is tyranny, and responsibility without authority is impotence.”

• Courtsey : Field Notes , dated 30th March,2012, the Drucker Exchange

Why Peter Drucker Distrusted Facts – Stephen Wunker – Harvard Business Review

Why Peter Drucker Distrusted Facts – Stephen Wunker – Harvard Business Review.

One of the very valid point made in the article is that decisions are, in essence,  the human judgments. If the decisions, based on facts alone – without requite evaluation of all options and all round views- can be erroneous, the judgments are usually dubbed as ‘subjective’, because they also are prone not to consider and evaluate all options as well as thoroughly churn out  all points of -current and past – views in arriving at THE decision.

The judgement is a function of the mental conditioning. hence, it makes a great sense to cultivate habit of assimilating facts, opinions of others and history of similar vents into the process of arriving at a judgement.Initially, this may slow down the process, but more rigorously this is practiced, the process is likely to speed up.

This is the stage when intuition becomes so well tuned that one can reach the stage of rational decision-making at blink of the eyelid.

One then depends both on facts and intuition equally for a ‘confident’ decision, perfectly blending the science of decision-making into art of ‘high-speed computing though the natural “super” computer - the human brain’.

The bottom line is to transform the complicated decision-making iterative external process into the internal natural reflex-action.