Guest post by Michael Godfried: planner and policy analyst in Washington State and Bill Bellows, Deputy Director, The Deming Institute Jerry Z. Muller’s The Tyranny of Metrics (2018) is a book that I believe Dr. Deming would have surely appreciated. This well-researched book gives an ever timely overview of the history and drivers behind the misuse of metrics …
Guest post by John Hunter, author of Management Matters: Building Enterprise Capability. TJ Gokcen,CEO of Acquate, shared a presentation at our 2015 International Deming Research Seminar on Aim as a System. In the presentation TJ says that one of management’s responsibilities is to coordinate communication between the interconnected components of a system. Ensuring that feedback …
Guest post by John Hunter. This webcast shows David Langford’s presentation, When Grading Bites the Dust, at the 2012 Annual Deming Conference. A previous post (Change has to Start from the Top) includes a clip from another talk he gave at the 2012 conference and it is a valuable companion to the video included here. …
Transformation of the Individual and the Organization Read More »
Post by Bill Bellows, Deputy Director, The Deming Institute. There is little evidence that we give a hoot about profit. W. Edwards Deming On July 22, 2014, Apple announced financial results for its fiscal third quarter, reporting a revenue of $37.4 billion and a quarterly net profit of $7.7 billion. From sales of iPhones to iPads …
Profits, Pragmatism, and the Possibilities of Possessing “Other Eyes” Read More »
Post by Bill Bellows, Deputy Director, The Deming Institute The first step is transformation of the individual. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. W. Edwards Deming In January 1970, John Lennon returned to the UK from a holiday in Denmark, inspired by a series …
This guest post is an excerpt from Ed Baker’s book (pages 31-32), The Symphony of Profound Knowledge, which was created in partnership with Aileron.org. Managers in business, school administrators, and teachers may believe that they have to grade, rate, and rank, to manage by numbers and use other traditional methods because these are necessary to do their …
Post by Bill Bellows, Deputy Director, The Deming Institute. “The efforts of the various divisions in a company, each given a job, are not additive. Their efforts are interdependent.” W. Edwards Deming, The New Economics In a continuation from a previous blog on what to think when things do not add up…, consider the machinist whose …
More reflections on additivity, including hole reinforcement circles and golf balls Read More »
Post by Bill Bellows, Deputy Director, The Deming Institute H. Thomas (“Tom”) Johnson stands at the forefront of a world-wide community of business thinkers who are unveiling the limitations, as well as assumptions, of the old economics that underlie the mechanistic decision making and planning practices of corporations and organizations. Upon co-authoring his 2001 book, Profit Beyond …
In his presentation at the 2015 Deming Research Seminar Joseph Schneider discusses his efforts to apply Deming’s ideas within Siemens. Joseph talks about how they worked to use Deming’s ideas even though much of the management system was not within their control (so they had to accept the system had aspects that fight against creating …
Improving the Management System with an Understanding of Deming Read More »
Post by Bill Bellows, Deputy Director, The Deming Institute. “There is not a day I don’t think about what Dr. Deming meant to us. Deming is the core of our management,” proclaimed Shoichiro Toyoda, Toyota’s president between 1982 and 1992 and chairman between 1992 and 1999, at the 1980 Deming Prize Ceremonies in Japan. One year earlier, …