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The W. Edwards Deming Institute® Podcast

The W. Edwards Deming Institute

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The W. Edwards Deming Institute® Podcast
The W. Edwards Deming Institute® Podcast

The W. Edwards Deming Institute® Podcast

The W. Edwards Deming Institute

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Followers
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About Us

Interviews with members of The Deming Institute community, including industry leaders, practitioners, educators, Deming family members and others who share their stories of transformation and success through the innovative management and quality theories of Dr. W. Edwards Deming.

Latest Episodes

Deming Lens - Episode #28 - August 2019

In our 28th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 13th ofDr. Deming’s 14 Points–Institute avigorous program of education and self-improvement. Dr. Deming – “keep elevating people’s minds” Dr. Deming - “education need not be connected with their [employee's] work….keep people’s minds moving” Are we missing opportunities to have employees engaged their brain in something bigger than themselves? What is the role of the ventral striatum on being curious? Getting new ideas from diversity – gain diversity in many ways Personal impact of attending a Four-Day Seminar with Dr. Deming Tripp’s pivot points once discovering the Deming Philosophy The impact of the design of a given system Living up to Dr. Deming’s principles Is learning your lifetime goal? Dr. Deming, “I make no apologies for learning” Reading more than “Deming” material ...

9 MIN3 weeks ago
Comments
Deming Lens - Episode #28 - August 2019

Alan Winlow, MBE, former Managing Director of Yorkshire Brick Company, Continuous Improvement Director at Marshalls PLC, and2019 ASQ Deming Medal Recipient

In our 5th interview podcast of 2019, Alan Winlow, MBE, former Managing Director of Yorkshire Brick Company, Continuous Improvement Director at Marshalls PLC, and2019 ASQ Deming Medal Recipient, offers insights on his efforts to lead a Deming transformation. (This is Tripp's first interview with Alan) Highlights include: Opening quote from Myron Tribus, “If you continue to do what you’ve always done, you will continue to get what you’ve always got” In the late 1980s, while serving as Managing Director of the Yorkshire Brick Company (YBC), employment in the UK brick industry plunged from 14K to 8K employees and plants were closing Question at hand, "How to survive in a labor-intensive business?" How had the Japanese captured critical UK business segments? Started to read about Dr. Deming and attend British Deming Association conferences Discovered sources of variation and PDSA, plus the importance of data Found the majority of variation came from manufacturing equipment and raw materials for the bricks Discovered how to change the brick manufacturing process to improve brick uniformity Began to meet regularly with YBC's production team to continue to improve brick uniformity, savings in water use, energy use, and discarded bricks Discovered mental models, including the Taguchi Loss Function Explored how to remove barriers within workforce, everyone came on staff Began to understand what his job was, including reading books and seeking new learning Alan led consulting visits to China in 1987 to assist in developing the Land Fill Gas business. The Chinese were extremely interested in the landfill gas abstraction at YBC and sent no less than 8 delegations to visit the Yorkshire site. Alan was invited to visit by the Mayor of the city of Anshan. Teaming with local schools and universities, a local jail, and a county council to share lessons learned within YBC, including environmental projects Yorkshire Brick was honored in 1991 for contributions to environmental causes In 2000, Alan was honored by Queen Elizabeth as a Member of the British Empire for his leadership within YBC Never met Dr. Deming at BDA events; met Myron Tribus on many occasions Comments on challenges in implementing the Deming Philosophy Continued relevance of the Deming Philosophy today

30 MINJUL 13
Comments
Alan Winlow, MBE, former Managing Director of Yorkshire Brick Company, Continuous Improvement Director at Marshalls PLC, and2019 ASQ Deming Medal Recipient

Deming Lens - Episode #27 - June 2019

In our 27th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 12th ofDr. Deming’s 14 Points–Remove barriers that rob people in management and in engineering of their right to pride of workmanship. Absenteeism due to lack of pride in work Handicaps to productivity, quality, and competitive position Workers treated as a commodity; Human Resource Departments Hire people, as needed; discard them, when not needed Layoffs after cutting dividends, reduce salaries of top management, cutting bonuses, furloughs, etc. Handicaps when Management is helpless when working with people, including unable to receive feedback Performance appraisals will need to be supplanted by leadership in helping people Solutions which “improve” performance appraisals, vs not utilizing them Managers using reports and data and not collaborating with their staff to look past the reports and data Signs of a lack of pride in workmanship, all systemic – turnover, stress levels, health issues, sense of indifference Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

9 MINJUL 2
Comments
Deming Lens - Episode #27 - June 2019

Donald Berwick, MD, MPP, FRCP, KBE, President Emeritus and Senior Fellow at the Institute for Healthcare Improvement (IHI)

In our 4th interview podcast of 2019, Donald Berwick, co-founder and former President and CEO of IHI, the Institute for Healthcare Improvement, shares his Deming Journey. Dr. Berwick, who presented at The Deming Institute's 2018 Conference,isone of the nation's leading authorities on healthcare quality and improvement. (This is Tripp's first interview with Dr. Berwick) Highlights include: His training as a pediatrician His efforts to apply quality management, before his introduction to the Deming Philosophy Co-Founded IHI in 1989 as a non-profit organization Appointed by President Obama, in July 2010, to the position of Administrator of the Centers for Medicare and Medicaid Services (CMS), which he held until December, 2011 Ran for governor of Massachusetts in 2014 4 children and 7 grandchildren Attended a Four-day Seminar with Dr. Deming in 1986, leaving early and then returning Prior to meeting Dr. Deming, serving as "VP of Inspection" In the world of inspection, everything stayed...

31 MINJUN 15
Comments
Donald Berwick, MD, MPP, FRCP, KBE, President Emeritus and Senior Fellow at the Institute for Healthcare Improvement (IHI)

Deming Lens - Episode #26 - May 2019

In our 26th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 11th ofDr. Deming’s 14 Points– 11A - Eliminate work standards. 11B - Eliminate Management by Objective, MBO. Substitute leadership Dr. Deming, “Quality, for the plant manager, is getting his 1200 items out today. He jolly well better get them out. He doesn’t mind that he doesn’t have quality. That’s perfectly alright. But, numbers. What people need is leadership and help, not just be required to turn out so many. That will not bring improvement. That will not decrease cost.” Trouble calls, being placed on hold – not a people problem, rather a system problem AHT, Average Handle Time, the average time to handle a call What about variation in Handle Time? AHT goals can make service worse, not better The usual games of meeting Handle Time goals, including calls being ended early by the agent Look for evidence of Handle Time goals when watching service providers at work Other than the worker having numerical goals (quotas) placed upon them, they are also placed on members of management Goals for quarterly dividends Game being played, including early shipments, making the numbers “look better” MBO still prevalent today SMART goals, Specific, Measureable, Attainable, Relevant, and Timely What about seeing systems and understanding variation? Neo-Taylorism, serving to reduce synergies Deming, “A quota is incompatible with never-ending improvement” By what method (will the goal be achieved)? Once you hit the goal, are you done? Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

13 MINMAY 20
Comments
Deming Lens - Episode #26 - May 2019

Wendi Middleton, Director of Continual Quality Improvement, Aging Adult Services Agency within the State of Michigan’s Department of Health and Human Services, and Dennis Sergent, President, Sergent Results Group

In our 3rd interview podcast of 2019, Wendi Middleton, Director of Continual Quality Improvement, from the Aging Adult Services Agency within the State of Michigan’s Department of Health and Human Services, and Dennis Sergent, President, Sergent Results Group, share reflections on the "Challenges and Opportunities in Applying the Deming Philosophy in Government." (This is Tripp's first interview with Wendi and Dennis) Highlights include: A 5-year history of applying the Deming Philosophy within the State of Michigan's Department of Health and Human Services (HHS) The development of Aging and Disability Resource Centers Learning "Who are our partners?" Where to start? / Who does what to whom? Family services and a cat First exposure to the Deming Red Bead Experiment Getting to know each other better within Michigan's HHS Creation of the BOLD ("Building Options for Long Term Decision-Making") Council Acronyms as an art-form Detailing the processes - Where to start and where to integrate? Exposure to control charts within the Bell Telephone System Education and steps to move forward Creation of the BOLD ("Be OLD") Councils Acronyms as an art-form Grant funding provided consulting help Process steps, including road blocks and issues Subject Matter Experts (SME) and Design Teams A focus on quality improvement, not change Policy changes, with improvements Living at home, using improvements in non-emergency transportation services Weekly Stand-and-Deliver meetings to review ongoing PDSA efforts Continual Improvement efforts are not always “linear,” with forward improvement (sometimes they go backwards) State government is a culture all by itself People sometimes become their job (position) Getting people on board with improvement; not always happy fits, some move on to other positions Managing “Level-of-Care Determinations” When facing system obstacles, take inspiration from Eleanor Roosevelt, Don’t take a “No” (answer) from someone without the authority to say “Yes” Setting new standards for working with state vendors New skills by Design Team members “Everything is designed around getting money from the federal government” Design Team roles are about improving access to state services, not finding sources of funding Effectiveness (doing the right thing), before efficiency (faster, better, cheaper) Cost savings have been measured, yet the bigger impact is serving more people for a given budget allocation Reducing the waiting list for services Instead of asking for more money, ask if the existing process can be improved to provide better service Discovering a mindset that if some don’t have a problem with a given process, others won't as well (meaning, the process is deemed to be OK as is, while it may well need improvement) Impact on Design Teams after attending The Deming Institute’s “Me vs We workshop” Getting over self-interest issues T-Shirt idea, “The Status Quo is Not an Option” Avoiding doing better what needs not be done Design Teams need ongoing support, including starting with on-boarding and ground rules Emergence of self-respect and respect for others

46 MINMAY 1
Comments
Wendi Middleton, Director of Continual Quality Improvement, Aging Adult Services Agency within the State of Michigan’s Department of Health and Human Services, and Dennis Sergent, President, Sergent Results Group

Deming Lens - Episode #25 - April 2019

In our 25th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 10th ofDr. Deming’s 14 Points– "Eliminate slogans, exhortations, and targets for the workforce...." “Do it right the first time” “Asking people to do what they cannot do” “Take pride in your work” “Safety is a choice you make” Who can fix the stairs and conveyor belts? “The worker is not the problem…” Eldon Mayo at the Hawthorne Plant The “Hawthorne Effect” has been found to be short-lived The continued use of slogans, exhortations, and targets reveals a lack of appreciation of the System of Profound Knowledge A goal without a method is nothing more than a hope In OOTC, Dr. Deming endorses two types of goals, constancy of purpose and continual improvement Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

11 MINAPR 16
Comments
Deming Lens - Episode #25 - April 2019

Steven Haedrich, President of New York Label & Box Works

In our 2nd interview podcast of 2019, Steven Haedrich,President of New York Label & Box Works (NYLBW), shared reflections on his continued admiration and application of the Deming Philosophy. (This is Tripp's second interview with Steven. Linkherefor the first interview.) Highlights include: Update on NYLBW Immersed in the Deming Philosophy every day Everything is moving much faster; quality has been a selling/differentiator Also, a focus on innovation Deming Chain Reaction, less rework/fewer mistakes/creating good paying jobs; the ONLY way to survive! Continual improvement on a daily basis Impact of a Total Cost focus? NO! Lowest price still gets the bid Interaction with your peers in sharing the Deming Philosophy; sharing it every day with both private and public companies – explaining the old ways of sale commissions, performance appraisals, etc. Other obstacles; clients and vendors adverse to partnering Steven’s 2014 podcast – Deming is it! Wonderful opportunity to join the b...

25 MINMAR 30
Comments
Steven Haedrich, President of New York Label & Box Works

Deming Lens - Episode #24 - March 2019

In our 24th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 9th ofDr. Deming’s 14 Points– "Break down barriers between departments" The operation of independent kingdoms, with ratings for the performance of each department Organizations, through a systems lens, are more than the sum of their parts Reductionist thinking, dating back to Frederick Winslow Taylor Book - Deming's Profound Changes Functional separation in service industries "Stay in your lane" Existence of separate goals and incentives Separate profit centers within organizations Synthesis is what really matters Role of a structure and a shared aim Role of a greater good How do practices such as incentives, bonuses, ratings and rankings, and performance appraisals create barriers and division within an organization Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Econ...

20 MINMAR 12
Comments
Deming Lens - Episode #24 - March 2019

Deming Lens - Episode #23 - February 2019

In our 23rd "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 8th ofDr. Deming’s 14 Points– "Drive out fear" Causes of fear Neuroscience and fear Impact of fear Sources of fear - performance appraisals, competition for rewards (at all levels), layoffs, unannounced staff changes, punitive management, questioning, mistrust, mistakes, the need to stay in "your lane," lack of freedom, lack of self-rule, lack of a feeling of belonging, lack of good faith, lack of autonomy, Signs of fear - lack of innovation, ideas, curiosity, initiative, blame of others, finger pointing, defensiveness, health impacts (stress, high blood pressure) Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

13 MINFEB 10
Comments
Deming Lens - Episode #23 - February 2019

Latest Episodes

Deming Lens - Episode #28 - August 2019

In our 28th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 13th ofDr. Deming’s 14 Points–Institute avigorous program of education and self-improvement. Dr. Deming – “keep elevating people’s minds” Dr. Deming - “education need not be connected with their [employee's] work….keep people’s minds moving” Are we missing opportunities to have employees engaged their brain in something bigger than themselves? What is the role of the ventral striatum on being curious? Getting new ideas from diversity – gain diversity in many ways Personal impact of attending a Four-Day Seminar with Dr. Deming Tripp’s pivot points once discovering the Deming Philosophy The impact of the design of a given system Living up to Dr. Deming’s principles Is learning your lifetime goal? Dr. Deming, “I make no apologies for learning” Reading more than “Deming” material ...

9 MIN3 weeks ago
Comments
Deming Lens - Episode #28 - August 2019

Alan Winlow, MBE, former Managing Director of Yorkshire Brick Company, Continuous Improvement Director at Marshalls PLC, and2019 ASQ Deming Medal Recipient

In our 5th interview podcast of 2019, Alan Winlow, MBE, former Managing Director of Yorkshire Brick Company, Continuous Improvement Director at Marshalls PLC, and2019 ASQ Deming Medal Recipient, offers insights on his efforts to lead a Deming transformation. (This is Tripp's first interview with Alan) Highlights include: Opening quote from Myron Tribus, “If you continue to do what you’ve always done, you will continue to get what you’ve always got” In the late 1980s, while serving as Managing Director of the Yorkshire Brick Company (YBC), employment in the UK brick industry plunged from 14K to 8K employees and plants were closing Question at hand, "How to survive in a labor-intensive business?" How had the Japanese captured critical UK business segments? Started to read about Dr. Deming and attend British Deming Association conferences Discovered sources of variation and PDSA, plus the importance of data Found the majority of variation came from manufacturing equipment and raw materials for the bricks Discovered how to change the brick manufacturing process to improve brick uniformity Began to meet regularly with YBC's production team to continue to improve brick uniformity, savings in water use, energy use, and discarded bricks Discovered mental models, including the Taguchi Loss Function Explored how to remove barriers within workforce, everyone came on staff Began to understand what his job was, including reading books and seeking new learning Alan led consulting visits to China in 1987 to assist in developing the Land Fill Gas business. The Chinese were extremely interested in the landfill gas abstraction at YBC and sent no less than 8 delegations to visit the Yorkshire site. Alan was invited to visit by the Mayor of the city of Anshan. Teaming with local schools and universities, a local jail, and a county council to share lessons learned within YBC, including environmental projects Yorkshire Brick was honored in 1991 for contributions to environmental causes In 2000, Alan was honored by Queen Elizabeth as a Member of the British Empire for his leadership within YBC Never met Dr. Deming at BDA events; met Myron Tribus on many occasions Comments on challenges in implementing the Deming Philosophy Continued relevance of the Deming Philosophy today

30 MINJUL 13
Comments
Alan Winlow, MBE, former Managing Director of Yorkshire Brick Company, Continuous Improvement Director at Marshalls PLC, and2019 ASQ Deming Medal Recipient

Deming Lens - Episode #27 - June 2019

In our 27th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 12th ofDr. Deming’s 14 Points–Remove barriers that rob people in management and in engineering of their right to pride of workmanship. Absenteeism due to lack of pride in work Handicaps to productivity, quality, and competitive position Workers treated as a commodity; Human Resource Departments Hire people, as needed; discard them, when not needed Layoffs after cutting dividends, reduce salaries of top management, cutting bonuses, furloughs, etc. Handicaps when Management is helpless when working with people, including unable to receive feedback Performance appraisals will need to be supplanted by leadership in helping people Solutions which “improve” performance appraisals, vs not utilizing them Managers using reports and data and not collaborating with their staff to look past the reports and data Signs of a lack of pride in workmanship, all systemic – turnover, stress levels, health issues, sense of indifference Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

9 MINJUL 2
Comments
Deming Lens - Episode #27 - June 2019

Donald Berwick, MD, MPP, FRCP, KBE, President Emeritus and Senior Fellow at the Institute for Healthcare Improvement (IHI)

In our 4th interview podcast of 2019, Donald Berwick, co-founder and former President and CEO of IHI, the Institute for Healthcare Improvement, shares his Deming Journey. Dr. Berwick, who presented at The Deming Institute's 2018 Conference,isone of the nation's leading authorities on healthcare quality and improvement. (This is Tripp's first interview with Dr. Berwick) Highlights include: His training as a pediatrician His efforts to apply quality management, before his introduction to the Deming Philosophy Co-Founded IHI in 1989 as a non-profit organization Appointed by President Obama, in July 2010, to the position of Administrator of the Centers for Medicare and Medicaid Services (CMS), which he held until December, 2011 Ran for governor of Massachusetts in 2014 4 children and 7 grandchildren Attended a Four-day Seminar with Dr. Deming in 1986, leaving early and then returning Prior to meeting Dr. Deming, serving as "VP of Inspection" In the world of inspection, everything stayed...

31 MINJUN 15
Comments
Donald Berwick, MD, MPP, FRCP, KBE, President Emeritus and Senior Fellow at the Institute for Healthcare Improvement (IHI)

Deming Lens - Episode #26 - May 2019

In our 26th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 11th ofDr. Deming’s 14 Points– 11A - Eliminate work standards. 11B - Eliminate Management by Objective, MBO. Substitute leadership Dr. Deming, “Quality, for the plant manager, is getting his 1200 items out today. He jolly well better get them out. He doesn’t mind that he doesn’t have quality. That’s perfectly alright. But, numbers. What people need is leadership and help, not just be required to turn out so many. That will not bring improvement. That will not decrease cost.” Trouble calls, being placed on hold – not a people problem, rather a system problem AHT, Average Handle Time, the average time to handle a call What about variation in Handle Time? AHT goals can make service worse, not better The usual games of meeting Handle Time goals, including calls being ended early by the agent Look for evidence of Handle Time goals when watching service providers at work Other than the worker having numerical goals (quotas) placed upon them, they are also placed on members of management Goals for quarterly dividends Game being played, including early shipments, making the numbers “look better” MBO still prevalent today SMART goals, Specific, Measureable, Attainable, Relevant, and Timely What about seeing systems and understanding variation? Neo-Taylorism, serving to reduce synergies Deming, “A quota is incompatible with never-ending improvement” By what method (will the goal be achieved)? Once you hit the goal, are you done? Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

13 MINMAY 20
Comments
Deming Lens - Episode #26 - May 2019

Wendi Middleton, Director of Continual Quality Improvement, Aging Adult Services Agency within the State of Michigan’s Department of Health and Human Services, and Dennis Sergent, President, Sergent Results Group

In our 3rd interview podcast of 2019, Wendi Middleton, Director of Continual Quality Improvement, from the Aging Adult Services Agency within the State of Michigan’s Department of Health and Human Services, and Dennis Sergent, President, Sergent Results Group, share reflections on the "Challenges and Opportunities in Applying the Deming Philosophy in Government." (This is Tripp's first interview with Wendi and Dennis) Highlights include: A 5-year history of applying the Deming Philosophy within the State of Michigan's Department of Health and Human Services (HHS) The development of Aging and Disability Resource Centers Learning "Who are our partners?" Where to start? / Who does what to whom? Family services and a cat First exposure to the Deming Red Bead Experiment Getting to know each other better within Michigan's HHS Creation of the BOLD ("Building Options for Long Term Decision-Making") Council Acronyms as an art-form Detailing the processes - Where to start and where to integrate? Exposure to control charts within the Bell Telephone System Education and steps to move forward Creation of the BOLD ("Be OLD") Councils Acronyms as an art-form Grant funding provided consulting help Process steps, including road blocks and issues Subject Matter Experts (SME) and Design Teams A focus on quality improvement, not change Policy changes, with improvements Living at home, using improvements in non-emergency transportation services Weekly Stand-and-Deliver meetings to review ongoing PDSA efforts Continual Improvement efforts are not always “linear,” with forward improvement (sometimes they go backwards) State government is a culture all by itself People sometimes become their job (position) Getting people on board with improvement; not always happy fits, some move on to other positions Managing “Level-of-Care Determinations” When facing system obstacles, take inspiration from Eleanor Roosevelt, Don’t take a “No” (answer) from someone without the authority to say “Yes” Setting new standards for working with state vendors New skills by Design Team members “Everything is designed around getting money from the federal government” Design Team roles are about improving access to state services, not finding sources of funding Effectiveness (doing the right thing), before efficiency (faster, better, cheaper) Cost savings have been measured, yet the bigger impact is serving more people for a given budget allocation Reducing the waiting list for services Instead of asking for more money, ask if the existing process can be improved to provide better service Discovering a mindset that if some don’t have a problem with a given process, others won't as well (meaning, the process is deemed to be OK as is, while it may well need improvement) Impact on Design Teams after attending The Deming Institute’s “Me vs We workshop” Getting over self-interest issues T-Shirt idea, “The Status Quo is Not an Option” Avoiding doing better what needs not be done Design Teams need ongoing support, including starting with on-boarding and ground rules Emergence of self-respect and respect for others

46 MINMAY 1
Comments
Wendi Middleton, Director of Continual Quality Improvement, Aging Adult Services Agency within the State of Michigan’s Department of Health and Human Services, and Dennis Sergent, President, Sergent Results Group

Deming Lens - Episode #25 - April 2019

In our 25th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 10th ofDr. Deming’s 14 Points– "Eliminate slogans, exhortations, and targets for the workforce...." “Do it right the first time” “Asking people to do what they cannot do” “Take pride in your work” “Safety is a choice you make” Who can fix the stairs and conveyor belts? “The worker is not the problem…” Eldon Mayo at the Hawthorne Plant The “Hawthorne Effect” has been found to be short-lived The continued use of slogans, exhortations, and targets reveals a lack of appreciation of the System of Profound Knowledge A goal without a method is nothing more than a hope In OOTC, Dr. Deming endorses two types of goals, constancy of purpose and continual improvement Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

11 MINAPR 16
Comments
Deming Lens - Episode #25 - April 2019

Steven Haedrich, President of New York Label & Box Works

In our 2nd interview podcast of 2019, Steven Haedrich,President of New York Label & Box Works (NYLBW), shared reflections on his continued admiration and application of the Deming Philosophy. (This is Tripp's second interview with Steven. Linkherefor the first interview.) Highlights include: Update on NYLBW Immersed in the Deming Philosophy every day Everything is moving much faster; quality has been a selling/differentiator Also, a focus on innovation Deming Chain Reaction, less rework/fewer mistakes/creating good paying jobs; the ONLY way to survive! Continual improvement on a daily basis Impact of a Total Cost focus? NO! Lowest price still gets the bid Interaction with your peers in sharing the Deming Philosophy; sharing it every day with both private and public companies – explaining the old ways of sale commissions, performance appraisals, etc. Other obstacles; clients and vendors adverse to partnering Steven’s 2014 podcast – Deming is it! Wonderful opportunity to join the b...

25 MINMAR 30
Comments
Steven Haedrich, President of New York Label & Box Works

Deming Lens - Episode #24 - March 2019

In our 24th "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 9th ofDr. Deming’s 14 Points– "Break down barriers between departments" The operation of independent kingdoms, with ratings for the performance of each department Organizations, through a systems lens, are more than the sum of their parts Reductionist thinking, dating back to Frederick Winslow Taylor Book - Deming's Profound Changes Functional separation in service industries "Stay in your lane" Existence of separate goals and incentives Separate profit centers within organizations Synthesis is what really matters Role of a structure and a shared aim Role of a greater good How do practices such as incentives, bonuses, ratings and rankings, and performance appraisals create barriers and division within an organization Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Econ...

20 MINMAR 12
Comments
Deming Lens - Episode #24 - March 2019

Deming Lens - Episode #23 - February 2019

In our 23rd "Deming Lens" episode, hostTripp Babbittshares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: The 8th ofDr. Deming’s 14 Points– "Drive out fear" Causes of fear Neuroscience and fear Impact of fear Sources of fear - performance appraisals, competition for rewards (at all levels), layoffs, unannounced staff changes, punitive management, questioning, mistrust, mistakes, the need to stay in "your lane," lack of freedom, lack of self-rule, lack of a feeling of belonging, lack of good faith, lack of autonomy, Signs of fear - lack of innovation, ideas, curiosity, initiative, blame of others, finger pointing, defensiveness, health impacts (stress, high blood pressure) Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points.

13 MINFEB 10
Comments
Deming Lens - Episode #23 - February 2019