Deming Philosophy
Part 3 of “True Improvement vs Illusion of Progress,” a presentation by Peter Scholtes.
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Are you responsible for how a part of your organization prioritizes what must be done? If so, you must find a way to devote time to improvement.
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Barbara Lawton explains the value and necessity of using the System of Profound Knowledge to improve; and the importance of making it accessible.
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According to how the data are being reported, it seems like the pandemic is getting worse in India, despite the lockdown. Balaji S Reddie, founder of The Deming Forum India and a member of our Advisory Council, is using control charts to set the record straight.
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“For Deming, instituting leadership meant creating management systems that allowed people to take pride in their work and that were consistent with the principles he expressed (understanding the organization as a system, understanding variation, etc.).”
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This video shows part 2 of a Russell Ackoff presentation from 2003 (see our previous post on part 1: Ackoff on Systems Thinking and Management).
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Professor Doug Stilwell of Drake University takes a look at what we can learn from – and how we might address – the COVID-19 crisis using the Deming Philosophy.
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Nicholas Fisher, University of Sydney, presents the 2019 ASA Deming Lecture – Walking with Giants: A Research Odyssey
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Five years ago, a CEO made the bold decision to introduce a $70,000 minimum salary for all of his 120 staff. What happened next is classic Deming.
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Does your organization need “re-tuning”? Drs. Doug Stilwell and Randy Peters of Drake University discuss the pitfalls of both over- and under-managing.
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