Deming Philosophy
Marty Laurent describes how he took Deming thinking into a GM plant. He adapted to meet the local conditions and, over nine years, his team achieved tremendous success. (Part 2 in a 4-part series.)
Guest post by Marty Laurent: My 15-minute presentation lasted 6 hours. By the end, I had learned more from Dr. Deming than I had in all my years in college. (Part 1 in 4-part series.)
In this guest post, Dr. Doug Stilwell shares his fresh insight into common and special cause variation – and how that concept can apply to emotions.
By: Christina Dragonetti, The Deming Institute The Deming philosophy is like an onion: it’s got layers. I’ve been studying the System of Profound Knowledge and all it entails for almost 2 years, and I’m at layer 4 or 5, I think. I love the aspects I understand and how my thinking has changed. Plus, I’m […]
Last year, our Executive Director Kevin Cahill spoke at the Tugboat Institute’s Evergreen Conference where he discussed his grandfather’s philosophy, his impact on the world, and how modern businesses can grow and thrive by putting people first.
In this post, Doug Stilwell shares the story of his friend’s annual sales competition and asks: Is everyone motivated to work harder if they might win a trip to Hawaii? Does the competition result in more overall sales for the company?
The phenomenon of “quiet quitting” (also called “employee disengagement”) is frustrating leaders and managers across industries. But looking at the problem through the Deming lens means finding workable solutions that can strengthen relationships.
In this guest post Bill Bellows looks at recent layoff announcements from a Deming point of view. Who is responsible for company failures? What is Ford doing differently? What happens when companies target “poor performers” and how easy it is to “do the wrong thing right.”
In this guest post by John Hunter, he explores how using Deming systemic thinking leads to innovation, when the urge to “just do what we’ve always done” is strong.
In this guest post, Ed Baker describes how the Deming philosophy is a unique and all-encompassing way of thinking. Unlike TQM, Six Sigma, Lean Manufacturing, and other programs promoted to improve quality and productivity, Deming is not simply a checklist, program, or set of methods for managers.