Deming Collaboration Blog

PDSA and OODA – Complementary Systems from Complimentary Men

by Dean Lenane, Managing Director/Geschaeftsfuehrer at Fisher Dynamics, Cologne

I had the privilege of working with Dr. W. Edwards Deming during the early 1980’s when he was reintroduced to the American business environment. Deming had of course become something of a celebrity due to his identification with the success of Japanese automotive juggernaut, which was making life difficult for the American automobile manufacturers by producing well equipped, high quality vehicles at very reasonable prices.

The Most Important Leadership Quality
Posted on June 5, 2013 by Hans Norden
Recently, IBM published the results of over 1500 face-to-face interviews with CEOs,
they found that the most pressing challenges facing CEOs today are:
Coping with change
Increased complexity
The interviewed leaders identified Creativity as the most important leadership quality for coping with change in an increasingly complex environment.

The Unexpected Outcome of Sending People into Space
Posted on June 2, 2013 by Dan Strongin
The most important outcome from the space program may be the experience itself: the overview effect. More…

The Pseudo Science of Performance Management
by Dan Strongin
Insight into the fake science of performance management. More….

The Depression of 2016
The latest book from Rafael Aguayo is available from Amazon.
A cutting edge look into the likely depression
coming in 2016.  More…. 



The Only Possible Economy
by Jordi Cabre
One could ask why some companies are successful and others are not, or
why some have short-lived success

Price vs Cost
by Paul Robere
“it was a dark and stormy night…..”

Quality and Deming in a Nutshell
by Rafael Aguayo
A simple illustration of quality and Deming comes from everyday experience.

People Power and Profit
by Dan Strongin
In late 2007 I got a call. The owner of Pickled Peppers Inc. had been reading my monthly column in the Cheese Reporter. My column mostly is on how to manage better, based on the principles of W. Edwards Deming. The owner of Pickled Peppers Inc. wanted to talk.

Are Control Charts Out of Control?
by Dan Strongin
(Inspired by a post on LinkedIN)
With all due respect to those who I am sure are very serious about their work, I find it always helps, when you want to deeply understand something, to go the source. And the root source of control charts is Walter Shewhart, then Dr. Deming and finally, their best interpreter, Donald Wheeler.

A View from the Outside – What We All Need
by Alan Pippenger
The year is 1956, the place, St. Petersburg, Florida. A ten year old boy watches too many episodes of Robin Hood and develops an interest in archery. He proceeds to teach himself the sport by mimicking pictures from a book.

The Effects of Over Adjustments in Manufacturing
by Jordi Cabré
My father Josep Cabré Ossó was born in 1897. His technical knowledge was rooted in his mechanical apprenticeship in Barcelona. He began as an apprentice in an important mechanical industrial company.  He had a great respect for his masters and remembered them long after, as what he learned came from them.

A Deming Minute Video
on what Deming taught
the Japanese – Part II

A Deming Minute Video
on what Deming taught
the Japanese

A Deming Minute Video
on Systems

Deming Myths Part I
by Dan Strongin
There is are a lot of misconception online and in practice about what Dr. Deming said, and meant, so I want to take on some of the more common myths.

Deming Myths Part II
by Dan Strongin
More misconceptions about what Dr. Deming said, and meant.

Deming Myths Part III
by Dan Strongin
There is are a lot of misconception online and in practice about what Dr. Deming said, and meant.

A Very Relaxing Day

He observes Systems Thinking

The Parable of the Plumbers Apprentice
A young apprentice rushes to be a master.

Why do I like Deming’s management ideas?
A seasoned veteran shares his convictions.

Thrive in a Down Economy III

Thrive in a Down Economy II
Some good advice.

Thrive in a Down Economy
More good advice.

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