System of Profound Knowledge
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 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?
In this guest post John Hunter reviews “Transforming Resident Assessment: An Analysis Using Deming’s System of Profound Knowledge” and discusses how evaluations often lead to bad data.
Professor Doug Stilwell of Drake University discusses Dr. Deming’s System of Profound knowledge and its potential to transform our educational system.
Barbara Lawton explains the value and necessity of using the System of Profound Knowledge to improve; and the importance of making it accessible.
“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.).”
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.
“We’re living in prison, under the tyranny of the prevailing style of management, a style of interaction between people, between teams, between divisions, between competitors. We need to throw overboard our theories and practices of the present, and build afresh.” – W. Edwards Deming
The fourth post in our “Deming on Management” series, dive deeply into a wealth of resources on Appreciation for a System – one of the four aspects of Deming’s System of Profound Knowledge (SoPK).