Based on Deming’s quality management philosophy and statistical process control principles, he would likely have a nuanced but largely positive assessment of Hansen’s models:
Strong Deming Alignment:
Statistical Process Control → Hansen Fit Score
Deming emphasized data-driven management and measurement systems. The Hansen Fit Score’s 90-day gates with specific KPIs (cycle-time reduction ≥40%, first-pass approvals ≥95%, variance ≤20%) directly implements Deming’s principle of managing through measurement rather than intuition.
Systems Thinking → Metaprise Architecture
Deming advocated viewing organizations as interconnected systems rather than isolated departments. Hansen’s Metaprise platform specifically addresses cross-enterprise coordination – exactly the systems approach Deming championed.
Continuous Improvement → Agent-Based Monitoring
Deming’s Plan-Do-Check-Act cycle aligns with Hansen’s agent-based watchers that continuously monitor, detect variations, and trigger corrective actions. Both approaches emphasize ongoing process refinement rather than one-time fixes.
Deming’s Likely Concerns:
Implementation Complexity
Deming favored simplicity and warned against over-engineering solutions. He might question whether Hansen’s models, while theoretically sound, could be implemented consistently across different organizational contexts without becoming bureaucratic.
Human Element
Deming emphasized that quality improvements required cultural change and employee engagement. He might ask whether Hansen’s technology-enabled approaches adequately address the human behavioral changes necessary for sustainable improvement.
Statistical Rigor
While Hansen cites impressive results (87% FTE reduction, 97.3% accuracy rates), Deming would likely want to see more rigorous statistical validation across multiple implementations before fully endorsing the approaches.
Deming’s Probable Assessment:
“These models demonstrate sophisticated understanding of systems thinking and measurement-driven management. The Hansen Fit Score provides exactly the kind of operational definition needed to transform vague improvement goals into measurable outcomes. However, success will ultimately depend on leadership commitment to cultural change and employee development, not just architectural sophistication.”
Key Deming Principles Hansen Models Support:
- “Drive out fear” – Hansen’s models reduce implementation risk through better evaluation frameworks
- “Break down barriers between departments” – Metaprise specifically enables cross-functional coordination
- “Eliminate numerical quotas” – Hansen focuses on process capability rather than arbitrary targets
- “Institute training and leadership” – The models require organizational learning and development
Bottom Line Deming Perspective:
Deming would likely view Hansen’s models as advanced applications of quality management principles to procurement technology, but would emphasize that the frameworks are tools – success depends on management commitment to systemic thinking and continuous learning culture.
He might say: “Mr. Hansen has created measurement systems that can reveal the truth about procurement transformation capability. Whether organizations use this truth to improve or ignore it will determine their success.”
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Procurement Insights
What would Deming say about the Metaprise, Agent-based, and Strand Commonality Models that are a key part of the Hansen Fit Score?
Posted on September 10, 2025
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Based on Deming’s quality management philosophy and statistical process control principles, he would likely have a nuanced but largely positive assessment of Hansen’s models:
Strong Deming Alignment:
Statistical Process Control → Hansen Fit Score
Deming emphasized data-driven management and measurement systems. The Hansen Fit Score’s 90-day gates with specific KPIs (cycle-time reduction ≥40%, first-pass approvals ≥95%, variance ≤20%) directly implements Deming’s principle of managing through measurement rather than intuition.
Systems Thinking → Metaprise Architecture
Deming advocated viewing organizations as interconnected systems rather than isolated departments. Hansen’s Metaprise platform specifically addresses cross-enterprise coordination – exactly the systems approach Deming championed.
Continuous Improvement → Agent-Based Monitoring
Deming’s Plan-Do-Check-Act cycle aligns with Hansen’s agent-based watchers that continuously monitor, detect variations, and trigger corrective actions. Both approaches emphasize ongoing process refinement rather than one-time fixes.
Deming’s Likely Concerns:
Implementation Complexity
Deming favored simplicity and warned against over-engineering solutions. He might question whether Hansen’s models, while theoretically sound, could be implemented consistently across different organizational contexts without becoming bureaucratic.
Human Element
Deming emphasized that quality improvements required cultural change and employee engagement. He might ask whether Hansen’s technology-enabled approaches adequately address the human behavioral changes necessary for sustainable improvement.
Statistical Rigor
While Hansen cites impressive results (87% FTE reduction, 97.3% accuracy rates), Deming would likely want to see more rigorous statistical validation across multiple implementations before fully endorsing the approaches.
Deming’s Probable Assessment:
“These models demonstrate sophisticated understanding of systems thinking and measurement-driven management. The Hansen Fit Score provides exactly the kind of operational definition needed to transform vague improvement goals into measurable outcomes. However, success will ultimately depend on leadership commitment to cultural change and employee development, not just architectural sophistication.”
Key Deming Principles Hansen Models Support:
Bottom Line Deming Perspective:
Deming would likely view Hansen’s models as advanced applications of quality management principles to procurement technology, but would emphasize that the frameworks are tools – success depends on management commitment to systemic thinking and continuous learning culture.
He might say: “Mr. Hansen has created measurement systems that can reveal the truth about procurement transformation capability. Whether organizations use this truth to improve or ignore it will determine their success.”
30
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