C-Suite Seminar: Professional Management (Deming-based Process Improvement): A paradigm shift used by successfully managed organizations


C-Suite Executives
C-suite level managers (this requires cultural change and complete commitment from the top). It is like bacon and eggs. The pig is committed and the chicken is supportive.We need commitment, not support to change an organization’s cultural.
Two days (consisting of six 2 hour modules)
Location: Miami Business School, University of Miami


Many organizations are managed using techniques developed in the 1950s and even earlier; many of these methods are no longer effective. This seminar will explain the problems of Traditional Management and provide solutions to those problems using Professional Management (or Deming-based Process Improvement).


The Problems of Traditional Management:

MBO (a cascading system of objectives and metrics that don’t take the capability of the system into account to meet said objectives).

Performance Appraisal (a system to score an individual’s performance without taking the effect the system has on the individual’s ability to perform).

Rank and Yank (firing the bottom 10% of your work force every year based on performance appraisal scores).

The Solutions Provided by Deming-based Lean Six Sigma Management:

The Management Model (dashboards with objectives and metrics that separate special cause problems from random noise).

The Micro Model (process improvement projects that improve processes and don’t punish employees through the performance appraisal system).

5S Method – Create and maintain a neat and tidy work place (reduce inventory and cycle time).

SDSA cycle – Standardize the process so everyone does it the same way. Do the standardized with everyone’s participation. Study the results from the standardized process. Act by making the standardized process the formal standard for everyone to follow (now there is only one process to maintain and improve).

PDSA cycle - Plan to go from the standardized process to a new and improved process using one or more change concept(s).

Do the new process with everyone’s participation. Study the results from the new process. Act by making the new process the formal process for everyone to follow (there is still only one process to maintain and improve).

Very brief introduction to Six Sigma management – DMAIC model - acronym for: Define, Measure, Analyze, Improve, and Control. It is the PDSA cycle on steroids.

Very brief introduction to Lean methods – Eliminate waste by reducing setup times, mistake proofing, proactive maintenance, and other techniques.

The Management Model (Deming’s theory of management that promotes joy in work to produce happy and engaged employees, efficient and effective processes, happy customers, and healthy financials).

Aim of Deming’s theory of management.

Paradigm shifts necessary for cultural change and organizational health.


Final examination composed of essay questions. Passing the examination earns the participant a Lean Six Sigma “White Belt.”


Dean Quelch

Dr. Howard S. Gitlow is Executive Director of the Institute for the Study of Quality, Professor of Management Science and Professor of Health Sector Management (secondary appointment), School of Business Administration, University of Miami, Coral Gables, Florida.  He was a Visiting Professor at the Stern School of Business at New York University from 2007 through 2014, and a Visiting Professor at the Science University of Tokyo in 1990 where he studied with Dr. Noriaki Kano.  He received his Ph.D. in Statistics (1974), M.B.A. (1972), and B.S. in Statistics (1969) from New York University.  His areas of specialization are Six Sigma Management, Dr. Deming’s theory of management, Japanese Total Quality Control, and statistical quality control. 

Dr. Gitlow is a Six Sigma Master Black Belt, a Fellow of the American Society for Quality, a member of the American Statistical Association, and an Accredited Professional Statistician™ by the American Statistical Association.  He has consulted on quality, productivity,and related matters with many organizations, including several Fortune 500 companies. 

Dr. Gitlow has authored or co-authored 15 books.  These include: Guide to Lean Six Sigma and Process Improvement for Practitioners and Students: Foundations, DMAIC, Tools, Cases and Certification, 2nded., Prentice-Hall (2015); America’s Research Universities: The Challenges Ahead, University Press of America (2011); AGuide to Lean Six Sigma, CRC Press (2009); Design for Six Sigma for Green Belts and Champions, Prentice-Hall, (2006); Six Sigma for Green Belts and Champions, Prentice-Hall, (2004); Quality Management: Tools and Methods for Improvement, 3rdedition, Richard. D. Irwin (2004); Quality Management Systems, CRC Press (2000), Total Quality Management in Action,Prentice-Hall, (1994);  The Deming Guide to Quality and Competitive Position, Prentice-Hall (1987); Planning for Quality, Productivity, and Competitive Position, Dow Jones-Irwin (1990); and Stat City: Understanding Statistics Through Realistic Applications,2ndedition, Richard D. Irwin (1987).  He has published over 60 academic articles in the areas of quality, statistics, management, and marketing. 

While at the University of Miami, Dr. Gitlow has received awards for Outstanding Teaching, Outstanding Writing, and Outstanding Published Research Articles.





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