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General Motors wasn’t my ideal workplace after having read Deming’s Out of the Crisis and learning a bit about Leanmanufacturing in college. Speaking of continuous improvement, my GM plant also had a very traditional “suggestion system,” not a Kaizen-style approach to improvement. But, I needed a job, so I cast a wide net.
I'd been asked to run an innovation workshop for Procter & Gamble's R&D group because of a book I had written. While I disagreed with some parts, this was a fascinating glimpse into P&G's innovation aspirations. I immediately grasped that P&G's innovation vocabulary was far more important to my effectiveness than my own.
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