In Their Own Words

In our December 2016 podcast, Skip Steward, Chief Improvement Office (CIO) for Baptist Memorial Health Care Corporation in Memphis, Tennessee shares lessons from the "Baptist Management System," including reflections from his 25+ year continuous improvement journey. Guided by his introduction to Dr. Deming's vision of continuous improvement, Skip "migrated" from an early career in manufacturing to his current career in healthcare. One year ago, he was promoted from System Director for Continuous Improvement to serve as Baptist Health Care's first-ever "CIO", with an "I" for Improvement.

In addition to his explanation of the Baptist Management System, ("a holistic approach to managing that puts a focus on purpose, people and process. We care about the purpose, how to improve the process, and how we develop the people to improve the process.), Skip emphasizes his "infant stages" role in leading the shift in thinking within Baptist Health Care. In doing so, Skip explains the holistic nature he captured and distilled from Dr. Deming's management method and what he is doing with this wisdom to challenge and limit the otherwise "business as usual" tendency towards event-driven and episodic improvements. While crediting the tools of Hoshin Planning, Design of Experiments, Statistical Process Control, Value Stream Mapping, and Pareto charts in both clinical and non-clinical settings, Skip is quick to acknowledge the role of placing a priority on being guided by a Deming lens before proceeding to the "faster-better-cheaper" efficiency of tools.

In our December 2016 podcast, Skip Steward, Chief Improvement Office (CIO) for Baptist Memorial Health Care Corporation in Memphis, Tennessee shares lessons from the “Baptist Management System,” including reflections from his 25+ year continuous improvement journey.    Guided by his introduction to Dr. Deming’s vision of continuous improvement, Skip “migrated” from an early career in manufacturing to his current career in healthcare.   One year ago, he was promoted from System Director for Continuous Improvement to serve as Baptist Health Care’s first-ever “CIO”, with an “I” for Improvement.

In addition to his explanation of the Baptist Management System, (“a holistic approach to managing that puts a focus on purpose, people and process. We care about the purpose, how to improve the process, and how we develop the people to improve the process.), Skip emphasizes his “infant stages” role in leading the shift in thinking within Baptist Health Care.   In doing so, Skip explains the holistic nature he captured and distilled from Dr. Deming’s management method and what he is doing with this wisdom to challenge and limit the otherwise “business as usual” tendency towards event-driven and episodic improvements.   While crediting the tools of Hoshin Planning, Design of Experiments, Statistical Process Control, Value Stream Mapping, and Pareto charts in both clinical and non-clinical settings, Skip is quick to acknowledge the role of placing a priority on being guided by a Deming lens before proceeding to the “faster-better-cheaper” efficiency of tools.  

In our November 2017 podcast, Ravi Roy, Professor of Public Administration for Southern Utah University (SUU) in Cedar City, Utah, reveals the status of evolving efforts to share his appreciation of Dr. Deming's System of Profound Knowledge® with his Public Administration students, strongly aligned with his role as the inaugural Research Fellow of The Deming Institute.

Beginning in the 1920s, with his employment by the U.S. Department of Agriculture, Dr. Deming worked closely with students to share his research into statistical theory. Along the way, he was introduced to Professor Harold Hotelling, who Deming would later reference with the following comment, "As Harold Hotelling once said, "He who does no research has nothing to teach."" Inspired by Dr. Deming's passion for research, The Deming Institute recently unveiled a fellowship program to engage researchers who share a desire to both expand and deepen the understanding and application of Dr. Deming's management philosophy among a new generation of students and scholars. Link here to learn more about this Research Fellow program.

In this month's episode, Ravi shares reflections from his Deming research journey and his passion for guiding his student's understanding and application of Dr. Deming's management method. As the former director of SUU's Masters in Public Administration program, Ravi is progressing to a role as director of the Deming Incubator for Public Affairs for Southern Utah University, a new partnership with The Deming Institute. Under Ravi's leadership, SUU students will soon have the opportunity to engage him in applying Dr. Deming's "new economics for industry, government, education," with an emphasis on government.

In our November 2017 podcast, Ravi Roy, Professor of Public Administration for Southern Utah University (SUU) in Cedar City, Utah, reveals the status of evolving efforts to share his appreciation of Dr. Deming’s System of Profound Knowledge® with his Public Administration students, strongly aligned with his role as the inaugural Research Fellow of The Deming Institute.

Beginning in the 1920s, with his employment by the U.S. Department of Agriculture, Dr. Deming worked closely with students to share his research into statistical theory.  Along the way, he was introduced to Professor Harold Hotelling, who Deming would later reference with the following comment, “As Harold Hotelling once said, “He who does no research has nothing to teach.””  Inspired by Dr. Deming’s passion for research, The Deming Institute recently unveiled a fellowship program to engage researchers who share a desire to both expand and deepen the understanding and application of Dr. Deming’s management philosophy among a new generation of students and scholars.  Link here to learn more about this Research Fellow program.

In this month's episode, Ravi shares reflections from his Deming research journey and his passion for guiding his student’s understanding and application of Dr. Deming’s management method. As the former director of SUU’s Masters in Public Administration program, Ravi is progressing to a role as director of the Deming Incubator for Public Affairs for Southern Utah University, a new partnership with The Deming Institute.    Under Ravi’s leadership, SUU students will soon have the opportunity to engage him in applying Dr. Deming’s “new economics for industry, government, education,” with an emphasis on government.

Beginning in 2014, The Deming Institute has recorded podcasts on a monthly basis, featuring 20 to 30-minute interviews by Tripp Babbitt with members of the Deming Community who are advancing the use and explanations of Dr. Deming's ideas. In our October podcast, TJ Gokcen, CEO of Acquate, a software company in Sydney, Australia, shares his learning journey, from collegiate swimmer to software developer, ever in alignment with the Deming philosophy. For many, Dr. Deming was discovered in 1980 through the NBC television whitepaper, If Japan Can, Why Can't We. Throughout this documentary are tell-tale signs of a failing US economy, one heavily dependent on manufacturing, from the production of machine tools to the fabrication of automobiles. To no surprise, many of the earliest examples of the application of Dr. Deming's management philosophy were in manufacturing. Meanwhile, attendees at his seminars who came from outside of manufacturing environments might have struggled to see the significance to their professions. Credit Dr. Deming with continuously striving to demonstrate the unlimited applicability of his management theory, ever mindful of the trap of having attendees see the statistical tools he presented as his core message. Credit TJ Gokcen with a simple, yet insightful explanation of how he has been applying Dr. Deming's philosophy to both the design of the software developed by Acquate and the internal operation of Acquate. In this 30-minute episode, TJ skillfully guides listeners through the technical jargon of software development, from agile to scrum to waterfall to kanban techniques, and then proceeds to the heart of how he believes Acquate differentiates itself from other software companies. Using one of Dr. Deming's favorite questions about "how to wash a table?," TJ provides parallels for how his developers probe their clients, question after question, wanting to know more and more about "how will the software be used." For those who wonder how Dr. Deming's System of Profound Knowledge applies to software, this podcast will open minds and doors to amazing possibilities. For those who appreciate the wide applicability of Dr. Deming's philosophy, this podcast will provide a brilliant reminder.

Beginning in 2014, The Deming Institute has recorded podcasts on a monthly basis, featuring 20 to 30-minute interviews by Tripp Babbitt with members of the Deming Community who are advancing the use and explanations of Dr. Deming's ideas.
  In our October podcast, TJ Gokcen, CEO of Acquate, a software company in Sydney, Australia, shares his learning journey, from collegiate swimmer to software developer, ever in alignment with the Deming philosophy.

For many, Dr. Deming was discovered in 1980 through the NBC television whitepaper, If Japan Can, Why Can’t We.  Throughout this documentary are tell-tale signs of a failing US economy, one heavily dependent on manufacturing, from the production of machine tools to the fabrication of automobiles.   To no surprise, many of the earliest examples of the application of Dr. Deming’s management philosophy were in manufacturing.   Meanwhile, attendees at his seminars who came from outside of manufacturing environments might have struggled to see the significance to their professions.   Credit Dr. Deming with continuously striving to demonstrate the unlimited applicability of his management theory, ever mindful of the trap of having attendees see the statistical tools he presented as his core message.   Credit TJ Gokcen with a simple, yet insightful explanation of how he has been applying Dr. Deming’s philosophy to both the design of the software developed by Acquate and the internal operation of Acquate.
In this 30-minute episode, TJ skillfully guides listeners through the technical jargon of software development, from agile to scrum to waterfall to kanban techniques, and then proceeds to the heart of how he believes Acquate differentiates itself from other software companies.   Using one of Dr. Deming’s favorite questions about “how to wash a table?,” TJ provides parallels for how his developers probe their clients, question after question, wanting to know more and more about “how will the software be used.”   For those who wonder how Dr. Deming’s System of Profound Knowledge applies to software, this podcast will open minds and doors to amazing possibilities.   For those who appreciate the wide applicability of Dr. Deming’s philosophy, this podcast will provide a brilliant reminder.  

In the 4th episode of 10 Minutes with Dr. Deming, Tripp Babbitt provides a follow up on Wells Fargo. He starts with his frustration after listening to the CEO’s testimony to congress, and again hearing about the need for more regulation, and even talk about breaking up the bank. 

The remainder of the episode is devoted to Dr. Deming’s thoughts on monopolies.  He speaks of two worlds, one where the aim is to stay in business for the long term, be a part of a bigger system and provide maximum benefit to everyone and a second world where the aim is only for short term profit.

Hear Dr. Deming talk about monopolies, and how a monopoly has the best chance to be of maximum service to the world and has a heavy obligation to do so. He cites the contribution of the Bell Telephone Laboratories. But as he says it’s not enough to be a monopoly, you must have an aim and be managed as a system to be beneficial. Here he cites the big three automotive companies in the 60’s and the Public Schools System to see where monopolies have fallen short due to short term thinking. Instead of regulation maybe it’s time for education!

 

If you have comments or suggestions for future 10 Minutes with Dr. Deming topics, please contact Tripp at [email protected] or through Twitter @demingpodcast.

In the 3rd episode of 10 Minutes with Dr. Deming, Tripp Babbitt discusses the allegations and fallout surrounding Wells Fargo Bank and their incentive compensation programs.  These systems of rewards, incentives and bonuses have plagued organizations for years, yet we continue to use these concepts and do virtually nothing as they wreak havoc on industry, government and education.

Tripp shares how Wells Fargo had a goal focused on profit and developed and used a system of rewards, bonuses and incentives to achieve that goal; leading to fraudulent sales practices and ultimately 5,300 employees being fired for trying to achieve their otherwise unattainable goals.

Listen as Tripp uses Dr. Deming’s concepts to look at the situation through a different lens where he describes the “forces of destruction” that lead to broken systems and the reliance on extrinsic motivators while squeezing out our intrinsic motivation .  Rather than relying on these negative forces, Dr. Deming explains, a system should be put in place where everyone comes out ahead, with an Aim for everyone to win. A win-win for everybody. Enjoy!

 

If you have comments or suggestions for future 10 Minutes with Dr. Deming topics, please contact Tripp at [email protected] or through Twitter @demingpodcast.

In the second episode of our 10 Minutes with Dr. Deming series, Tripp Babbitt, poses the question, “where is the crisis”? You will hear Dr. Deming discuss the crisis of management, and the underuse and underdevelopment of people that still plagues this country today. 

 

If you have comments or suggestions for future 10 Minutes with Dr. Deming topics, please contact Tripp at [email protected] or through Twitter @demingpodcast.

In this week's podcast, David P. Langford, CEO of Langford Learning, Inc., focuses on "Joy in Learning" and how to bring joy back into the education system.

In answering why students aren't experiencing "Joy in Learning" David starts by quoting Dr. Deming, "are we trying to create a system that teaches students to answer tests or are we trying to create a system that teaches them to think?" The current education system continues to focus on test scores, to the detriment of learning and the loss of elements in the system (like fine arts programs) that brought enjoyment. Dr. Deming was the first person David encountered who believed students have a right to joy in learning.

What can you do to change the system? David tells us that restoring joy begins with your "circle of influence" and connecting with those who want a better way to do things. Teachers can start by simply asking students, "what drives you to have joy in learning and what prevents it?"

David shares that there is no recipe for using the Deming philosophy, unlike other education movements. Often these methods don't work because there is no understanding of variability between communities, states, cultures and the background of students. Once it's decided to change the system, real learning happens, performance goes up and joy returns!

For more information about David's current work, with Ingenium Schools, please visit ingeniumfoundation.org