In Their Own Words

The July/August 2017 Study Sessions of The New Economics started on Monday, July 17th.  

This podcast features the third 90-minute session with Tim Higgins.

Follow this link to find our overview podcast for this series.

Follow this link to register for the next sessions, beginning on Monday, October 30th.

In our August 2017 podcast, Francis Petit, Associate Dean for Global Initiatives and Partnerships for Fordham University's Gabelli School of Business in New York City, shares highlights of a recent visit to Japan with Executive MBA students. Of particular interest is his feedback on the students' exposure to the influence of Deming management during their travels. Having presented lectures in Fordham's Deming Scholar's MBA program, Francis thought to include a visit to the offices of Japan's Union of Scientists and Engineers, also known as JUSE, and use this opportunity for the MBA students to learn about Dr. Deming's influence on Japan through the eyes of JUSE members. He was delighted to be hosted by JUSE's Secretary General, Ichiro Kotsuka, who provided an explanation of the origins of the Deming Prize, his experience in collaborating with Dr. Deming, as well as insights on the selection process for the Deming Prize.

Interview highlights include:

• an explanation of the role of this trip to Japan in a "capstone" course for the MBA students
• demographics of the students
• first impressions on arriving in Japan and the systems awareness experienced within Narita Airport
• how the students prepared for visiting JUSE
• the impact of Dr. Deming's theory of management on Secretary General Kotsuka's personal and professional life
• the contrast the students found between a longer term approach for business growth in Japan, with the shorter term focus in their respective organizations, including pressure for quantum growth
• the students' experience with variable compensation systems, including bonuses and commissions
• training received by the students to maximize their personal performance during performance appraisals
• why sales managers are less likely to be amongst the students in Fordham's MBA programs
• impressions of the commitment of Japanese companies towards their employees

In our August 2017 podcast, Francis Petit, Associate Dean for Global Initiatives and Partnerships for Fordham University’s Gabelli School of Business in New York City, shares highlights of a recent visit to Japan with Executive MBA students.    Of particular interest is his feedback on the students’ exposure to the influence of Deming management during their travels.   Having presented lectures in Fordham’s Deming Scholar’s MBA program, Francis thought to include a visit to the offices of Japan’s Union of Scientists and Engineers, also known as JUSE, and use this opportunity for the MBA students to learn about Dr. Deming’s influence on Japan through the eyes of JUSE members.    He was delighted to be hosted by JUSE’s Secretary General, Ichiro Kotsuka, who provided an explanation of the origins of the Deming Prize, his experience in collaborating with Dr. Deming, as well as insights on the selection process for the Deming Prize.

Interview highlights include:

• an explanation of the role of this trip to Japan in a “capstone” course for the MBA students
• demographics of the students
• first impressions on arriving in Japan and the systems awareness experienced within Narita Airport
• how the students prepared for visiting JUSE
• the impact of Dr. Deming’s theory of management on Secretary General Kotsuka’s personal and professional life 
• the contrast the students found between a longer term approach for business growth in Japan, with the shorter term focus in their respective organizations, including pressure for quantum growth 
• the students’ experience with variable compensation systems, including bonuses and commissions
• training received by the students to maximize their personal performance during performance appraisals
• why sales managers are less likely to be amongst the students in Fordham’s MBA programs
• impressions of the commitment of Japanese companies towards their employees

The July/August 2017 Study Sessions of The New Economics started on Monday, July 17th.  

This podcast features the second 90-minute session with Tim Higgins.

Follow this link to find our overview podcast for this series.

Follow this link to register for the next sessions, beginning on Monday, October 30th.

The July/August 2017 Study Sessions of The New Economics started on Monday, July 17th.  

This podcast features the first 90-minute session with Tim Higgins.

Follow this link to find our overview podcast for this series.

Follow this link to register for the next sessions, beginning on Monday, October 30th.

Beginning in January 2017, Tim Higgins has served as host for "live" study sessions of Dr. Deming's book, The New Economics, presented using a conference call format, with participants from around the world.

We are proud to sponsor these sessions, three times a year, with no fee to participate.   The first series of the year is offered in the January-March timeframe. The second in July/August.  The third in October/November.   The calls are scheduled for consecutive Mondays and Fridays, from 3:00-4:30pm Pacific Time. 

Using a format of six 90-minute calls, with access through GoToWebinar, all members of our community are invited to join with Tim to study The New Economics in a chapter-by-chapter format.    Listen to the attached "highlight" podcast to better appreciate the interactive style of these sessions, open to those reading The New Economics for the first time or the 101st time.    

All sessions in each series are recorded, with audio files shared immediately with participants and later posted as podcasts on this website.

Follow this link to register for the next sessions, beginning on Monday, October 30th.

In our July 2017 podcast, his first session with Tripp, Bill Cooper shares stories on his 11-year relationship with Dr. Deming, starting with being one of 22 attendees in a 1982 Four Day seminar with Dr. Deming. At the time, Bill was serving as the Senior Executive at the North Island Naval Air Station, with Phil Monroe serving as the senior naval officer. A few years later, Phil, as Commanding Officer of North Island, approved funding for Bill to attend an intensive, year-long, "quality management for executives" seminar, led by Myron Tribus and held at MIT. Guest lectures were provided by Kosaku Yoshida, a doctoral student of Dr. Deming, and Yoshikazu Tsuda, former counsellor at the Union of Japanese Scientists & Engineers (JUSE).

As a student of management and leadership theories, ranging from Ken Blanchard to Peter Drucker, Bill met Dr. Deming at a time when he (Bill) was providing in-house leadership classes at North Island, as well as for the National Graduate School, a local private university.

Inspired by Dr. Deming, all the while trying to get his mind around his theory of management, Bill partnered with Laurie Broedling to launch the first "Deming User Group" in the US, based in San Diego.

Bill's motor home served as a convenient dinner venue when Dr. Deming was in southern California and Bill would drive to the latest site of Dr. Deming's ever popular Four Day seminar. He has warm memories of Dr. Deming's fondness for clam chowder, martini's, and ice cream.

Interview highlights include:

• Leading a staff of 4400+ employees, who worked "with" Bill, not "for" him
• The difference between parenting with 1 kid and 2 or more kids
• Can you teach an old dog new tricks?
• His role with the launch of the TQM movement, including Dr. Deming's views on TQM
• Why Bill was intrigued by Dr. Deming's focus on continuous improvement
• Dr. Deming's response to an invitation from Lee Iacocca to consult for Chrysler
• Hosting "Round Table" interviews with Dr. Deming and his role as "the perfect foil," as well as "straight man," for Dr. Deming
• Dr. Deming's Socratic style in his 1-on-1 meetings with Bill, including his introduction to the Law of Extreme Values
• Myron Tribus' 85/15 rule and the difference between "working in" and "working on" a system
• Improving organizations by improving systems
• Struggling with the question of "Who owns the system?"
• The vital need to share a vision
• Fear vs. anxiety
• Answers to his favorite question, "What is the improvement strategy that your management team is articulating?"
• Bill's thoughts on the difference between management and leadership
• Retiring from North Island in 1988 to form a "Deming" consultancy, with Phil Monroe as his partner

In our July 2017 podcast, his first session with Tripp, Bill Cooper shares stories on his 11-year relationship with Dr. Deming, starting with being one of 22 attendees in a 1982 Four Day seminar with Dr. Deming. At the time, Bill was serving as the Senior Executive at the North Island Naval Air Station, with Phil Monroe serving as the senior naval officer.   A few years later, Phil, as Commanding Officer of North Island, approved funding for Bill to attend an intensive, year-long, “quality management for executives" seminar, led by Myron Tribus and held at MIT.  Guest lectures were provided by Kosaku Yoshida, a doctoral student of Dr. Deming, and Yoshikazu Tsuda, former counsellor at the Union of Japanese Scientists & Engineers (JUSE).

As a student of management and leadership theories, ranging from Ken Blanchard to Peter Drucker, Bill met Dr. Deming at a time when he (Bill) was providing in-house leadership classes at North Island, as well as for the National Graduate School, a local private university. 

Inspired by Dr. Deming, all the while trying to get his mind around his theory of management, Bill partnered with Laurie Broedling to launch the first “Deming User Group” in the US, based in San Diego.  

Bill’s motor home served as a convenient dinner venue when Dr. Deming was in southern California and Bill would drive to the latest site of Dr. Deming’s ever popular Four Day seminar.   He has warm memories of Dr. Deming’s fondness for clam chowder, martini’s, and ice cream.

Interview highlights include: 

• Leading a staff of 4400+ employees, who worked “with” Bill, not “for” him
• The difference between parenting with 1 kid and 2 or more kids
• Can you teach an old dog new tricks?
• His role with the launch of the TQM movement, including Dr. Deming’s views on TQM
• Why Bill was intrigued by Dr. Deming’s focus on continuous improvement
• Dr. Deming’s response to an invitation from Lee Iacocca to consult for Chrysler
• Hosting “Round Table” interviews with Dr. Deming and his role as “the perfect foil,” as well as “straight man,” for Dr. Deming
• Dr. Deming’s Socratic style in his 1-on-1 meetings with Bill, including his introduction to the Law of Extreme Values
• Myron Tribus’ 85/15 rule and the difference between “working in” and “working on” a system
• Improving organizations by improving systems
• Struggling with the question of “Who owns the system?”
• The vital need to share a vision
• Fear vs. anxiety
• Answers to his favorite question, “What is the improvement strategy that your management team is articulating?”
• Bill’s thoughts on the difference between management and leadership
• Retiring from North Island in 1988 to form a “Deming” consultancy, with Phil Monroe as his partner

In our June 2017 podcast, his first session with Tripp, Phil Monroe shares stories on his introduction to Dr. Deming, leading to his personal transformation as a naval officer and later a post-Navy career as a quality management consultant, city council member, and, currently, board member of a hospital in Coronado, California.

Beginning with meeting Dr. Deming in 1983, while serving as the Commanding Officer of the Naval Air Rework Facility at North Island Naval Air Station, Coronado, Phil reminisces about his first exposure to Deming management. The meeting was arranged by Bill Cooper, Tripp's next podcast guest (our July 2017 edition), and the senior civilian at this 6,000+ person Navy operation.

Highlights include:

• What caused Dr. Deming to "look down his nose" at Phil, in front of 350 supervisors
• Phil's transformation moment, captured on film, including which of the 14 Points Phil was in violation of, according to Dr. Deming
• Being challenged by Dr. Deming on his MBO style of management
• Applying Deming management to an incident involving a Metropolitan Transit Service (MTS) bus carrying school children. Phil was serving as an MTS Board member and thought the wrong people received disciplinary punishment; i.e. time off without pay.
• What is top management's responsibility?
• The influence of Phil's academic background at Cornell University
• Shifting his thinking on problems from "Who did it?" to "What in the process caused this to happen?"
• World-wide Quality Management consulting with Bill Cooper
• Numerical illiteracy
• Impressions of the status of the practice of SPC today
• What is a statistician's job?
• The theory of variation of as the cornerstone of Dr. Deming's System of Profound Knowledge
• The "Phil Monroe" change

In our June 2017 podcast, his first session with Tripp, Phil Monroe shares stories on his introduction to Dr. Deming, leading to his personal transformation as a naval officer and later a post-Navy career as a quality management consultant, city council member, and, currently, board member of a hospital in Coronado, California.

Beginning with meeting Dr. Deming in 1983, while serving as the Commanding Officer of the Naval Air Rework Facility at North Island Naval Air Station, Coronado, Phil reminisces about his first exposure to Deming management.  The meeting was arranged by Bill Cooper, Tripp’s next podcast guest (our July 2017 edition), and the senior civilian at this 6,000+ person Navy operation. 

Highlights include: 

• What caused Dr. Deming to "look down his nose" at Phil, in front of 350 supervisors
• Phil’s transformation moment, captured on film, including which of the 14 Points Phil was in violation of, according to Dr. Deming
• Being challenged by Dr. Deming on his MBO style of management
• Applying Deming management to an incident involving a Metropolitan Transit Service (MTS) bus carrying school children.  Phil was serving as an MTS Board member and thought the wrong people received disciplinary punishment; i.e. time off without pay.
• What is top management’s responsibility?
• The influence of Phil’s academic background at Cornell University
• Shifting his thinking on problems from “Who did it?” to “What in the process caused this to happen?”
• World-wide Quality Management consulting with Bill Cooper
• Numerical illiteracy
• Impressions of the status of the practice of SPC today
• What is a statistician’s job?
• The theory of variation of as the cornerstone of Dr. Deming’s System of Profound Knowledge
• The "Phil Monroe" change