In Their Own Words

In our 14th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management, including commentary by Dr. Deming.   

Topics in this episode include:

• Attempts to copy examples of success from Japanese companies

• The need to learn, first, why something works, before copying examples

• Copying examples is alive and well in the 21st century

• If systems are different, to copy is to invite disaster

• Copying is about catching up, not surpassing

• “Theory is a window into the world”

• “Theory leads to prediction”

• The benefit of asking "Where did this theory come from?"

• The benefit of asking "What other theories might we try?"

In our 13th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management, including commentary by Dr. Deming.   Special thanks to Jean-Marie Gogue, Founder and President of the French Deming Association, for sharing the vintage audio file of a 1980 lecture by Dr. Deming in Paris.

Topics in this episode include:

• Many questions in France about Japanese quality

• In Japan, quality is everybody’s job

• In France, quality control departments

• 18 visits to Japan

• Top management in Japan listened to how to make use of statistical methods everywhere

• Eagerness of top management in Japan

• Four forces came together in 1950 - conferences with top management, teaching of several engineers, in previous visits to Japan, leading Japanese statisticians came together, the Japanese Union of Scientists and Engineer’s (JUSE) role in teaching statistical methods

In our 12th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management, including commentary by Dr. Deming.   Special thanks to Jean-Marie Gogue, Founder and President of the French Deming Association, for sharing the vintage audio file of a 1980 lecture by Dr. Deming in Paris.

Topics in this episode include:

• Automation and productivity gains
• Japan does not reply on automation
• The importance of quality control to both prevent problems and detect them early
• Focus on the quarterly dividend
• It is not sufficient to improve processes
• Is technology making productivity go up?

In our 12th episode of Deming Speaks, this 20-minute excerpt from a 1980 lecture by Dr. Deming includes his thoughts on the following topics:

1. His 1950 invitation to lecture in Japan
2. His areas of expertise and non-expertise
3. He's not a consultant to management
4. Interest in productivity
5. Repeat for US companies what he did in Japan
6. Management with negative salvage value
7. Members of management not understanding their job
8. Chasing every defect to determine its root cause
9. The heavy losses resulting from poor quality
10. The potential of statistical control to improve productivity
11. Working smarter, not harder

In our 12th episode of Deming Speaks, this 20-minute excerpt from a 1980 presentation by Dr. Deming includes his thoughts on the following topics:

1. His 1950 invitation to lecture in Japan
2. His areas of expertise and non-expertise
3. He's not a consultant to management
4. Interest in productivity
5. Repeat for US companies what he did in Japan
6. Management with negative salvage value
7. Members of management not understanding their job
8. Chasing every defect to determine its root cause
9. The heavy losses resulting from poor quality
10. The potential of statistical control to improve productivity
11. Working smarter, not harder

In our June 2018 interview podcast, his 1st session with Tripp, Jean-Marie Gogue reflects on his interactions and memories of working with Dr. Deming, beginning in November 1978 in Tokyo.

Highlights include:

• Inviting Dr. Deming to speak in Paris in 1980
• Dr. Deming's commentary on leadership
• Use of control charts
• Attending Dr. Deming's Four-Day Seminar in Switzerland in 1993
• Attending first Four-Day Seminar in the UK in 1987
• Starting the French Deming Association in 1988

In our June 2018 interview podcast, his 1st session with Tripp, Jean-Marie Gogue reflects on his interactions and memories of working with Dr. Deming, beginning in November 1978 in Tokyo.

Highlights include:

• Inviting Dr. Deming to speak in Paris in 1980
• Dr. Deming's commentary on leadership
• Use of control charts
• Attending Dr. Deming's Four-Day Seminar in Switzerland in 1993
• Attending first Four-Day Seminar in the UK in 1987
• Starting the French Deming Association in 1988

In our 11th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management, including commentary by Dr. Deming.

Topics in this episode include:

• Fear and the distortion of figures
• What people think they hear
• Beliefs which drive thinking
• Examples of what drives fear
• What does your manager pay attention to?
• How do you know you're doing a good job?
• Fear of not achieving results
• Where there is fear, you do not get honest figures
• Drive our fear

In our 11th episode of Deming Speaks, this 25-minute excerpt from a 1984 in-house presentation by Dr. Deming includes his thoughts on the following topics:

1. What is your job?
2. Do you need to know how others use your work?
3. What would you mean by improvement?
4. Suggestions
5. How do you rate yourself on your job?
6. Everybody does his best?
7. Incentives
8. Taking pride in your job
9. Who's the next person to use your work?
10. Can you tae pride in your work?   Under what conditions?
11. What to do if you make a mistake.
12. When should a supervisor tell someone they've made a mistake?

 

In our 10th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management, including commentary by Dr. Deming.

Topics in this episode include:

• Management's use of visible figures alone
• Deming mis-quotes
• 7 Deadly Diseases
• Lack of appreciation of what is unknown and unknowable
• Impact of a happy customer and an unhappy customer
• Figures for the losses due to annual ratings
• Consideration of measures that could guide a theory for process improvement