From Red Square Puzzles to Blue Pen Companies – Discover and Address Hidden Barriers to Teamwork
Aim: For attendees to understand and begin applying Dr. Deming’s System of Profound Knowledge to lead and manage within their organizations.
This year’s Bryce Canyon Society Deming Forum focuses on the foundations of teamwork and the connecting power and potential this provides to all organizations. As Dr. Deming believed, working together is fundamental to both solving and preventing problems while providing the ability to continuously improve how they operate. Towards this end, individual and group proficiency in the principles and examples of “thinking together” is fundamental to organizations that “work together, learn together, and think together” and how they share and deploy resources. In the new economy, the systemic utilization of resources will be necessary, and fundamental to how all organizations operate.
This highly interactive learning event aims to reveal blind spots to teamwork and presents new fundamental concepts and strategies from the Deming philosophy. These strategies will shift organizations in a new direction, embedded with the vibrant benefits of a collaborative environment. This powerful new framework enables leaders to manage their resources better, including, but not limited to, time, money, knowledge, equipment, and people.
As designed, this seminar presents Dr. Deming’s System of Profound Knowledge both implicitly and explicitly, with the significance of each element of the four elements (systems, variation, knowledge, and psychology), plus their interactions, revealed through a series of “Organization Simulations.”
Presented by: Dr. Bill Bellows Advisory Council Member of The Deming Institute®, President, InThinking Services
Bill previously served as an Associate Trustee on the Board of The Deming Institute and as a staff team member, in the role of Deputy Director.
Prior to joining The Deming Institute, Bill was employed by Aerojet Rocketdyne as an Associate (Technical) Fellow, focusing on “thinking about thinking” with applicability to the design, development, and production of liquid rocket engines. In a 26-year career that spanned ownership of Rocketdyne by Rockwell International, Boeing, United Technologies, and Aerojet, Bill Provided insights to the advantages of thinking, learning, and working together. While integrating the management methods of Dr. Deming with Genichi Taguchi’s “Quality by Design” system and Russ Ackoff’s systems thinking, coupled with Edward de Bono’s thinking tools, he pioneered the development and application of ideas that include Mixed Model Management, Macro System Models, Micro System Models, Purposeful Resource Leadership, Category & Continuum Thinking, and Investment Thinking.
Bill’s teaching has included time at Northwestern University, as well as corporate, university, and public classes across the United Kingdom. Bill earned his BS, MS, and Ph.D. in Mechanical Engineering from Rensselaer Polytechnic Institute in Troy, New York. In addition to his employment by Rocketdyne, Bill worked as a heat transfer engineer in the gas turbine industry for Textron Lycoming in Stratford, Connecticut.
Bill serves as chairman of the Deming Medal Committee for the American Society of Quality and is a columnist for the UK’s Lean Management Journal. He lives in Santa Clarita, California with his wife, Monica.
Bill’s presentation at The W. Edwards Deming Institute’s 2017 Bryce Canyon Society Conference
Participants of this seminar will take their “next steps” in:
1. Understanding the leadership skills for managing interdependent actions, as defined by an evolving understanding of W. Edwards Deming’s System of Profound Knowledge
2. Learning how to discover opportunities for moving from the “Old Economics” of managing actions (parts, tasks, and milestones) to the “New Economics” of managing interactions
3. Discovering how traditional management systems are designed to manage an endless list of symptoms, resulting from not knowing how to lead with a “systems view”
4. Gaining an appreciation of two fundamental modes of thinking which operate in our blind spots, an awareness of which allows for shifting from a focus on “siloes” and “big problems” to “synergy” and “great opportunities” (for investment)
5. Recognizing the competitive advantage of understanding the differences between Compliance Excellence (a focus on Actions, in isolation) and Contextual Excellence (a focus on Actions, viewed as a system, also known as Interactions)
Gilbert Great Hall in the Hunter Alumni Center at Southern Utah University in Cedar City, Utah (See https://www.suu.edu/guestservices/hcc.html for directions)
Wednesday, March 8, 8:30am to 4:30pm
Gilbert Great Hall in the Hunter Alumni Center at Southern Utah University
Free for Utah residents & SUU students / $300 for non-residents
Staff at all levels of organizations, small and large, including industry, government, education, healthcare, and non-profits. We encourage SUU students to attend.
Full day of interactive exercises
Morning pastries, boxed lunch, coffee, tea, and sodas.