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.)
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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.)
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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?
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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.
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Professor Doug Stilwell of Drake University discusses Dr. Deming’s System of Profound knowledge and its potential to transform our educational system.
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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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“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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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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“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
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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).
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