May 30, 2011


Follow-up to EFQM Beginning and end–Life cycle management from Edelen's blog

Life Cycle Thinking, Lean Thinking and Waste Managment

After the completion of my KBAM PMA  I would like to say that in the end it came to my mind comparing Life Cycle Managment with Lean Thinking. Now, I think the philosophy behind them is quite similar. Since the aim in both is to only consider activities which add value and avoiding waste

May 15, 2011

EFQM Beginning and end–Life cycle management

Through the completion of my KBAM PMA it has been very interesting to see how all the topics we had as a module are linked together. I’m talking about of course the link between Assets Management through knowledge. But also for instance how Lifecycle Management touches topics related with Environmental Management and Maintenance Management (System appreciation). Also Life Cycle Assessment could be used as a Decision-making tool, since it helps, for instance a designer to gather all the relevant information through time together while at the same time considering different scenarios and of course all of this is easily liken back to the EFQM model.

Sustainable success

Follow-up to CSR–Life Cycle/Maintainance Management from Edelen's blog

Life Cycle Management worth taking into account in every enterprise that really wants to achieve sustainable success.

Building in the mobile phones example. It really set me thinking that there are two main things that happen in the end of the life cycle of a product. Rather its parts are recycled and converted into another product, which requires energy and again its not that environmentally friend or it goes to the grave in which the problem are the toxicity and the years it takes to the product to disintegrate. Is it possible to mobile phone makers to make more ecologically friendly phones? They could probably live in average something like 10 years. And many people change them much more often, but also drop them very often, perhaps this has been taken into account. . .  

May 13, 2011

CSR–Life Cycle/Maintainance Management

Building up in Awalls’ blog about Maintenance and all the discussion regarding this topic.

I did not realize before how interesting all this appeals to me.

It is not only the design of a product, but the energy required to do it. What is the point of coming up with a “perfect” design if it is very costly to do it? And what is the point of designing a product that could live a very long life if to avoid “waste” if loads of energy is required to do it.

Every thing is really a trade off and should be balance, but another very interesting thing that I read in a paper is that it is still a current challenge change the paradigm about maintenance in products.

We relate quality with 0 flaws and little maintenance. When we say maintenance we relate it with a coming flaw, which according to us is against quality.

Once I listen for instance about the trade off in a shaver, perhaps the knowledge exists to make a shaver with a razor for life, but would it be hygienic? And would business doing this would have a continual income

Maintenance is a sustainability clue. But it seems as we, human being prefers consumption rather than maintaining the same object. To my mind, seriously many of the things could be maintained for much longer. It seems as the products offered to society have less flaws and function quite well (automobiles, cars) but it also seems, as better products are we tend to change them more often. The life of a mobile phone could probably be very long, but it would be not trendy and including all the new gadgets, applications, etc.…

May 04, 2011

Ignorance based–Decisions and Organizations=Wisdom

Knowing what you ignore becomes knowledge and certain sort of certainty…

"Reality backs up while it is approached by the subject who tries to understand it. Ignorance and knowledge grow together"

(Meacham, 1983, p.130)

Earlier, in a blog I had the idea that Knowledge-based organizations, Learning Organizations were more likely to make satisfactory decisions, since they can manage their different assets with more certainty. But know having read this phrase, which really make sense, when explained by (Weick, 1993, p. 641)Arguing that as much knowledge we have more inquiries we have as well.

Then, know I tend to think that is not only about knowledge, but how many questions we have and the recognition of what we do not know. Going back to the situational awareness video, about the men, who went in the Nitrogen (space). Perhaps if they had said, we do not know how Risky this is ,it would have been as useful as useful when making their decision, than having the actual knowledge of how risky it was. Perhaps, we do not need to know every thing, but it is important to recognize and be aware of our ignorance as well, which could be called another kind of self-knowledge or awareness. I think this is the point when ignorance becomes knowledge.

Meacham (1983,p. 187) argued that wisdom is an attitude rather than a skill or a body of information

Meacham, John A. 1983 "Wisdom and the context of knowledge."InD. Kuhnand J.A. Meacham (eds.), Contributions Human Development, 8: 111-134. Basel: Karge

Weick, K. (1993). The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly, 38 (4), 628-652

Unlinear cause–effect in decison making

Follow-up to Blink Decision making – 20% (Pareto rule) ? from Edelen's blog

I continued reading what this person Malcolm says, and in his book the Tipping Point he mention the unpredictability of unlinearity.It is said that in many cases uncertainity or bad results in decision making comes from bad enablers that produce bad outcomes.Perhaps one case is thinking that the cause effect of events is linear, in other words, for every effort made corresponds a similar reaction , but unlinearity exists.I think some tools such as CBA, and Pareto take into account this unlinearity....

Refer to  AIDS example in Malcolm book , the tipping point...

May 03, 2011

Blink Decision making – 20% (Pareto rule) ?

Watch :

minute 5:15

Malcolm Gladwell - Blink 

"Better Decision makers... by taking information away from them"

Perhaps the 20% of the vital few is the only information we need to get a "sophisticated conclusion"

RDM Conclusion,VoC & Spaguetti Sauce


Malcolm Gladwell: What we can learn from spaghetti sauce

Decision Making...

Perfect solution?

Universals do not exist, it is important to ask the correct questions to get the appropriate solutions, also is it important to include the correct alternatives

Malcolm example:

Spaghetti sauce

Alternatives gathered by focus groups by VoC (Decision Making Tools could include AHP, Grid Analysis, etc.) even including opinions and preferences and bias wouldn't warranty a satisfactory answer, lets remember not always people consciously know they want. How to prioritize which one should be the main characteristic (80/20 rule) of your product if people are not giving you as alternatives what would delight them (Kano model).

The example of the spaghetti sauce in the video showed that continuing gathering data by Focus groups would wouldn’t yield to discover that people like extra chunky sauce.

The alternatives we include while taking a Decision are quite important.

Tools such as QFD include the VoC (but lets bear in mind what is not expressed)

Moreover asking the right question is vital.

Perfect formula for…

Pepsi, or Pepsis?



May 02, 2011

Decision Making and Change Management

The use of Decision making tools facilitate change, not or not only because of the understanding of the problem and the discovery of a possible satisfactory solution, but because while analyzing a problem and its uncertainty, people is more likely to foresee things that could happen, this facilitates change, since it is not change in itself what people is resistant are, people resist what they did not expect. Building awareness of possibilities facilitates change to happen. The fear of change comes from the lack of knowledge about what to do

Based on:

(Conner, 1995)

April 29, 2011

Ladies bias vs. Gentlemen bias

In my RDM Team I was the only woman and the only person from other group. And I thought, this is interesting and now I found that some scholars have examined the differences between female and male bias as well as the predisposition of both to take risks some had found no significant differences, but some others had found significant differences. Assuming there is a real difference in our bias, a group of decision makers should always include an equivalent mixture of women and men?

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  • Excellent Awal… I agree with Awal that life cycle management as a backbone of all aspects of asset… by on this entry
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