In our 21st "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management.

Topics in this episode include:

• The 6th of Dr. Deming’s 14 Points – "Institute training for skills"
• People learn in different ways
• The use of quotas or targets within organizations, at all levels
• Looking at an organization, from beginning to end
• Rumor mills
• By what method?
• What is the aim of an organization?
• The need to innovate
• Is there a method for innovation?
• Is there a method for moving from data to knowledge?
• Looking to the future, monthly interview podcasts and Deming Lens episodes

Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points. 

1. Examples of overjustification
2. Pats on the back
3. Appreciation for care
4. The most importance losses cannot be measured
5. The expenses of training can be measured, but the benefits of training can never be measured
6. People, once demoralized, may stay demoralized
7. Does judging people help them?
8. Deming did not give grades to his students
9. Ranking people is about management’s use of power

1. Knowledge of variation is vital

2. Operational definitions

3. There is no such thing as the number of people in this room – whom do we count?

4. There is a number that we get by following a procedure

5. A procedure is not right nor wrong, rather it is a procedure

6. Follow the census procedures to achieve results will be comparable with those of the census

7. Psychology helps us to understand people and interactions between people and the circumstances they work in

8. A manager of people must understand differences [between people] and use them for optimization of the system

9. Extrinsic and intrinsic motivation

10. One is born with intrinsic motivationJudging people does not help them

11. Performance cannot be measured

12. Losses cannot be measured

In our 22nd episode of Deming Speaks, this 21-minute excerpt from a lecture by Dr. Deming includes his thoughts on the following topics:

1. Every player to support the others
2. Good players must work together
3. All the best parts of assorted automobiles, when taken together, will not work together, will not form a system
4. Management often does not understand the system
5. Some components may need to operate at a loss to optimize the whole system
6. Optimization of the system for everyone concerned should be the basis of negotiation
7. If one party goes into negotiation with the avowed aim to defend his rights, everybody loses
8. The Taguchi Loss Function, maybe symmetrical, likely a parabola
9. Loss to Society
10. Story of a note being given by a teacher to Heero Hacquebord’s young daughter, when she scored below average on two consecutive tests
11. Story of a run chart created by Patrick Nolan for the daily time of arrival of a school bus

In our 20th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management.

Topics in this episode include:

• The 5th of Dr. Deming’s 14 Points – "Improve constantly and forever the system of production and service"
• Start with design and an understanding of a customer’s needs
• Anticipate the needs of the customer
• The economics of continual improvement
• Special cause and common cause variation
• Dr. Deming, “Mere allocation of huge sums of money for quality will not bring quality”
• Profit motives can lead to short-term profits
• Done well, higher quality can cost less

Dr. Deming's 14 Points are fully covered in Out of the Crisis. The New Economics presented his later thinking about the 14 points. 

In our second interview podcast of November 2018, Doug Hall provides an overview of his latest book, "Driving Eureka!: Problem-Solving with Data-Driven Methods & the Innovation Engineering System"

(This is Tripp's third interview with Doug. Link here for the first interview and here for the second.)

Highlights include:

• Inventing "big ideas" for clients, as they entered the "Killing Zone"
• Applied innovation, using the Deming Philosophy
• How to "Find, Filter, and Fast-Track" big ideas
• Happy clients, paying big money, but the ideas did not happen
• Half the potential value of the big ideas is lost in internal development efforts
• The independent parts of organizations work to promote their own silo
• The average new product idea has a 95% failure rate in the market place
• What's wrong with project management?
• Innovation projects have uncertainty
• Problem solving with data-driven methods
• Big ideas are easy – making them real is hard
• A major obstacle is a reliance on opinions vs data
• Shifting innovation from an art to a science
• What to take away from this book?
• All products follow a life cycle, from birth to death
• Innovation for extending product life
• How to create an innovation culture
• Innovate or die
• Obstacles to innovation – Lack of Leadership and Lack of a Process
• Brain Brew Whiskeys for mass customization
• Don't feel you need to do "all" of the Deming Philosophy
• Just get started!
• How to receive a special gift from Doug - go to gift

In our second interview podcast of November 2018, Doug Hall provides an overview of his latest book, “Driving Eureka!: Problem-Solving with Data-Driven Methods & the Innovation Engineering System”

(This is Tripp's third interview with Doug.  Link here for the first interview and here for the second.)

Highlights include:

• Inventing “big ideas” for clients, as they entered the “Killing Zone”
• Applied innovation, using the Deming Philosophy
• How to “Find, Filter, and Fast-Track” big ideas
• Happy clients, paying big money, but the ideas did not happen
• Half the potential value of the big ideas is lost in internal development efforts
• The independent parts of organizations work to promote their own silo
• The average new product idea has a 95% failure rate in the market place
• What’s wrong with project management?
• Innovation projects have uncertainty
• Problem solving with data-driven methods
• Big ideas are easy – making them real is hard
• A major obstacle is a reliance on opinions vs data
• Shifting innovation from an art to a science
• What to take away from this book?
• All products follow a life cycle, from birth to death
• Innovation for extending product life
• How to create an innovation culture
• Innovate or die
• Obstacles to innovation – Lack of Leadership and Lack of a Process
• Brain Brew Whiskeys for mass customization
• Don't feel you need to do "all" of the Deming Philosophy
• Just get started!
• How to receive a special gift from Doug - go to gift

In our second interview podcast of November 2018, Doug Hall provides an overview of his latest book, “Driving Eureka!: Problem-Solving with Data-Driven Methods & the Innovation Engineering System”

(This is Tripp's third interview with Doug.  Link here for the first interview and here for the second.)

Highlights include:

• Inventing “big ideas” for clients, as they entered the “Killing Zone”
• Applied innovation, using the Deming Philosophy
• How to “Find, Filter, and Fast-Track” big ideas
• Happy clients, paying big money, but the ideas did not happen
• Half the potential value of the big ideas is lost in internal development efforts
• The independent parts of organizations work to promote their own silo
• The average new product idea has a 95% failure rate in the market place
• What’s wrong with project management?
• Innovation projects have uncertainty
• Problem solving with data-driven methods
• Big ideas are easy – making them real is hard
• A major obstacle is a reliance on opinions vs data
• Shifting innovation from an art to a science
• What to take away from this book?
• All products follow a life cycle, from birth to death
• Innovation for extending product life
• How to create an innovation culture
• Innovate or die
• Obstacles to innovation – Lack of Leadership and Lack of a Process
• Brain Brew Whiskeys for mass customization
• Don't feel you need to do "all" of the Deming Philosophy
• Just get started!
• How to receive a special gift from Doug - go to gift

In our November 2018 interview podcast, his 1st session with Tripp, Mike Tveite reflects on his interactions with Dr. Deming, beginning with attending a Four-Day Seminar in 1986. Mike went on to help Dr. Deming with 25 of his Four-Day Seminars, and to follow him around while he consulted with a division of General Motors.

Highlights include:

• Mike's career, beginning as a Professor of Statistics
• First "World Shake" upon meeting Dr. Deming
• Dr. Deming in the MIT lecture series
• Learning statistics from Dr. Deming
• "Pond" statistics and "Stream" statistics
• Enumerative (pond) and Analytic (stream) Studies
• On what are you taking action?
• Mike's 2012 Deming Institute Conference presentation
• 14 Points for Management
• Management in a "pond" vs a "stream"
• The System of Profound Knowledge as a lens
• Production Viewed as a System
• The interdependent components of a system
• A single aim for the whole system
• Forces at work which undermine the aim of an organization
• Maximizing shareholder value
• Optimizing the system over the long term
• Data is like garbage, the need to know how to use it before collecting it

In our November 2018 interview podcast, his 1st session with Tripp, Mike Tveite reflects on his interactions with Dr. Deming, beginning with attending a Four-Day Seminar in 1986.  Mike went on to help Dr. Deming with 25 of his Four-Day Seminars, and to follow him around while he consulted with a division of General Motors.  

Highlights include:

• Mike's career, beginning as a Professor of Statistics
• First "World Shake" upon meeting Dr. Deming
• Dr. Deming in the MIT lecture series
• Learning statistics from Dr. Deming
• "Pond" statistics and "Stream" statistics
• Enumerative (pond) and Analytic (stream) Studies
• On what are you taking action?
• Mike's 2012 Deming Institute Conference presentation
• 14 Points for Management
• Management in a "pond" vs a "stream"
• The System of Profound Knowledge as a lens
• Production Viewed as a System
• The interdependent components of a system
• A single aim for the whole system
• Forces at work which undermine the aim of an organization
• Maximizing shareholder value
• Optimizing the system over the long term
• Data is like garbage, the need to know how to use it before collecting it