The W. Edwards Deming Institute Blog

Archive for the ‘systems thinking’ Category

Thinking Required – Not Just a Recipe to Follow

One of the most powerful aspects of Deming’s management ideas also frustrate some people. Dr. Deming didn’t believe in simple guides telling managers what to do – his ideas are not prescriptive. The challenges of management don’t lend themselves to simple instructions spelling out exactly what steps managers need to take. What managers need to […]

Applying Deming’s Management Ideas at the Maine State Prison

Jon Parker learned about Deming’s management ideas while serving in the United States Navy. The Navy had a huge effort to use Deming’s ideas (under the Total Quality Leadership) in order to improve performance, especially during the 1980′s and 1990′s. After leaving the Navy Jon went to work at the maximum security Maine State Prison […]

Sustainability as National Imperative

Mark ‘Puck’ Mykleby, USMC Colonel (Ret.), Senior Fellow, New America Foundation and co-author of A National Strategic Narrative. Mark provided a very large global systems view of where we are and the future we face. From the largest macro systems risks can be seen to the national security of the USA (and all other countries). […]

Approaching Sustainability Using Deming’s Thinking

Excerpt from panel discussion on Deming and Sustainability with Andrew KcKeon at the 2013 Deming Institute Fall Conference. Andrew mentions Clayton Christensen’s work with the innovators dilemma which I also think is very worthwhile. Andrew also says: Systems thinking and addressing sustainability is the end of externalities. Because what it says is those aren’t external, […]

The Red Bead Experiment with Dr. W. Edwards Deming

The Red Bead Experiment is an activity Dr. Deming included in his 4 day seminars. The webcast shows excerpts of Dr. Deming carry out the Red Bead Experiment with participants from the audience. Dr. Deming used the Red Bead Experiment to clearly and dramatically illustrate several points about poor management practices. This includes the fallacy […]

Process Thinking at Patagonia

Randy Harward spoke at the 2013 Deming Institute annual conference on applying Deming management methods and sustainability and Patagonia. It was better because designers and developers went from being just people who bought things, and marketed them, to people who had to understand and solve problems throughout the whole process. They became process engineers, every […]

Applying Deming’s Management Thinking at Patagonia

Randy Harward spoke at the 2013 Deming Institute annual conference on applying Deming management methods and sustainability and Patagonia. I was hired to take care of this huge volume of returns coming back from customers, we had so many quality problems. I was managing customer service and all the systems required to handle this huge […]

Support of Top Management is Not Sufficient

Support of top management is not sufficient. It is not enough that top management comity themselves for life to quality and productivity. They must know what it is that they are committed to — that is, what they must do. These obligations can not be delegated. Support is not enough: action is required. – W. […]

Deming 101: Understanding Systems

In this segment of Ian Bradbury’s talk at the 2013 W. Edwards Deming Institute conference he looks at how your view of the system effects what solutions seem reasonable. If you only view part of the system the solutions you come to can often have negative consequences. And often those consequences are pushed off in […]