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…Of course this is not the mindset of a Deming company would take. Deming saw the people of the company as an enormous resource. If you have “dead wood” (employees…
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…differs from those expectations. His research into competition showed the practices in our organizations ran counter to the evidence of what is beneficial to achieving the best results. We [in…
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…The New Economics. “If you change the rule for counting people, you come up with a new number.” Dr. Deming emphasized the importance of understanding what the data actually meant…
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…order to counteract this recognized weakness (poor practices being difficult to correct due to confirmation bias) we need to design management systems that counteract this weakness. Theory of knowledge is…
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…counter-measures to cope with a potential problem is necessary in order to meet customer requirements of expectations. Those efforts are necessary but are not sufficient. Those types of countermeasures can…
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…questions and answers revealed both counter-intuitive perspectives and enticing possibilities. I sorted the questions and answers, like pieces to a greater whole, and began to arrange them in my mind….
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…Living System, Not a Ledger, Johnson states: The essence of MBM, which compares Toyota’s system to a living system, is that satisfactory business results follow from nurturing the company’s system…
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…a friend of mine. As the car warmed up in the freezing February weather, so did our conversation. My friend worked for a major insurance company in our community and…
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…Which is the type of talent that is going to come in and really try and do what is right for the customer and help move the company forward for…
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Guest post by John Hunter, founder of CuriousCat.com. In his presentation at the 2015 Deming Research Seminar Joseph Schneider discusses his efforts to apply Deming’s ideas within Siemens. Joseph talks…
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