In Their Own Words

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

 

 

 

 

 

In our 21st episode of Deming Speaks, this 27-minute excerpt from a lecture by Dr. Deming (which follows the content in episode #20) includes his thoughts on the following topics:

1. The obligation of a component
2. Some components may operate at a loss
3. Management must understand the system
4. What is the basis for negotiation between any two people, any two countries, etc?
5. Variation there will always be
6. What is the variation trying to tell us?
7. Stable and unstable systems
8. Measurement is a process
9. Enumerative vs Analytic Studies
10. The system cannot understand itself
11. You can know a lot about ice and know nothing about water
12. Management is prediction
13. The simplest plan, how may I go home tonight, requires prediction...
14. Knowledge is based on theory
15. Rational prediction requires theory
16. The barnyard rooster, Chanticleer
17. Without a theory, there is nothing to learn
18. Learning, information or knowledge?
19. Knowledge has temporal spread
20. Without prediction, experience and examples teach nothing
21. Any rational plan is prediction

 

 

 

In our 20th episode of Deming Speaks, this 26-minute excerpt from a 1992 lecture by Dr. Deming includes his thoughts on the topics below: (This is the first part of the lecture, with part 2 to follow in our 21st episode)

1. Why transformation is not enough?
2. The individual components of a system will reinforce each other to support the aim of the system
3. SoPK provides a lens, a new map of theory to understand the organizations we work in
4. SoPK comes from outside and by invitation
5. A system cannot understand itself
6. The transformation will require leaders
7. Ice and water
8. The First Step is transformation of the individual
9. Letter from a spouse who learned about win/win
10. Who wishes to do business with a loser?
11. Having a basis for judgement and for transformation of the organization you belong to
12. Help people pull away from their current systems, without guilt about the past
13. A better word than transformation is metanoia
14. Anyone may present to his boss only good news
15. Appreciation of common and special causes of variation
16. A system must be managed!
17. Communication and cooperation
18. High and low interdependence

In our 19th "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 4th of Dr. Deming’s 14 Points – “End the practice of awarding business on the basis price tag alone"
• Minimize total cost (of ownership), overall (life-cycle cost)
• The advantages of using one supplier for a given product or service
• Challenges beneath the surface, in implementing Point 4, including short-term thinking and competition
• Putting all of one’s eggs in one basket in using one supplier
• A prescription, from Dr. Deming, for choosing a supplier
• Lessons from Phil Monroe, in his podcast, regarding his discussions of Point 4 with Dr. Deming

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