Dr. Deming said, “a bad system will beat a good person every time”. At this seminar you will learn to look at your organization through a new lens; a lens of how to make your system better – and thus get better results. You will gain new knowledge to remove barriers, increase efficiencies, reduce wasted time, boost motivation, and provide better insight into what’s really going on in your organization. And, you’ll discover how to measure what is (and is not) realistically possible for your organization to achieve.

Day 1 Morning Introduction

1. Participants conduct Self-Assessment Survey before Seminar begins
2. Opening introduction
3. Introduce Seminar Facilitators –Facilitators begin seminar
4. Table to table introductions [5 minutes]
5. Logistics / “Parking Lot” and other details
6. Introduction to DMM
7. Our brains and how they work

Introduction to thinking differently

8. Summary of lessons so far!
9. White Bead Factory aka Red Bead Experiment
10. In depth debrief/discussion
11. Case study on using quotas, incentives and traditional management techniques

Introduction to Leading the Organization as a System

12. Brainstorm “the Organization as a system”
13. Viewing your enterprise as a system
14. Hands-on fun practice with Enterprise/System Template
15. Silos, Systems View, Accountabilities
16. How to destroy an organization.
17. How to build an organization
18. Demonstration via the Red Squares Puzzle
19. Ways to strengthen the Organization
20. Clear accountabilities for action

Day 1 Afternoon

Table to table introductions [5 minutes]

ADD ITEMS TO PARKING LOT

Theory of Knowledge

21. Brainstorm Theory of Knowledge.
22. We don’t know what we think we know, and that’s dangerous
23. Perception is reality –and more!
24. Tools such as PDSA, Operation Definitions, Confirmation Bias, Cause and Effect vs Observed confirmation
25. Prediction Game to show the use and power of PDSA
26. Confirmation bias—keep us from learning
27. Operational definition –we have to be talking about the same thing, or else we can’t draw the same conclusions

Understanding Variation and why it is so important

28. Look at how to Mine the Data on “the groups RBE” performers
29. Reveal White Bead control chart share CC Rules
30. What does Deming think is important about understanding variation?
31. Suggested Readings.

ADD TO PARKING LOT

Day 2 Morning

Table to table introductions [5 minutes]

Debrief readings

Additional questions for “Parking Lot”

Actions to Take When Faced With Variation

32. Tampering definition
33. Unintended consequences of tampering
34. Common Cause/Special Cause Action definitions (High Level for Executives)
35. Application exercise using Credit Department Case Study

Introduction to Psychology for Leading an Organization

36. Brainstorm the Psychology of Leadership
37. Unintended negative consequences
38. Assumptions about motivation
39. Assumptions about MBO and accountability
40. Heuristics for fun and profit
41. How to gain “Outside Knowledge” so you can see better

Day 2 Afternoon

Table to table introductions [5 minutes]
Pulling The Deming Management Method together for next steps/action

Parking lot discussion.

Discuss “Self-Assessment Survey”

Guest Speakers: Real World Case Studies Presented by Leaders

Questions, Questions, and more Questions from Participants

Continue work on Parking Lot

Plans for the next morning

Day 3 Morning

44. Debrief readings
45. Parking Lot discussions continued, as needed
46. What to do, now? What to do instead
47. Simple tools to use to learn, to cause delightful change, to improve…
48. PROJECTS to start on
49. Things to Do, and things you can merely STOP doing.
50. Clouds and answers.
51. Adjourn at noon.