Deming in the News 2/23/24
Deming Updates
Former Blockbuster and 7-Eleven CEO James Keyes on Netflix, AI, Education, and More
What were their business principles that helped them be so successful? And it came down to something that I was shocked to learn originated all the way back with Edward Deming, post World War two. An American that was over there trying to help with reconstruction of the country following World War 2.
The Effect of Total Quality Management (TQM) on Productive Behavior of Small Industries of Cibaduyut Shoes
Crosby defines quality as the same as the requirements or standardized. Deming defines that quality is level predictable of uniformity and dependability at a low cost and in accordance with the market. While according to Juran, quality is the ability to use (fitness for use).
https://www.collegesidekick.com/study-docs/4521148
Case Study - Pixar
This kind of self-analysis and open criticism prompts Pixar to continue developing their systems. Catmull cites as his inspiration W. Edward Deming, the American engineer who expounded the necessity of quality control on the assembly line floor.
The myth of industrializing software engineering
I continue to find a familiar pattern, whether I was a full-time employee, a contractor, or a consultant – the mentality across so many organizations is the same. When approaching software development, our mental models mimic an assembly line: “draft, plan, deliver, repeat.” However, the assembly line is misapplied to software development because we’ve lost sight of what an assembly line is the result of and what it does. Let’s deconstruct this.
https://blog.testdouble.com/posts/2024-02-20-software-engineering-not-an-assembly-line/
S4 E3 - Bill Bellows - Navigating Organizations Through a Systems Lens Part 1
In this episode, I sit down once again with Bill Bellows to explore the interconnected nature of quality thinking. Our conversation ventures beyond traditional boundaries, drawing on Bill's unique insights into systemic thinking and its implications for organizational excellence.
https://podcasts.apple.com/us/podcast/profound/id1565060270
Deming on LinkedIn
Leadership - are you willing to be led?
Deming believed that we can improve worker performance only when we improve the entire system they work within. And he believed that managers wrongly apply incentive pay plans, forced rankings, and all sorts of carrots and sticks to create the illusion of control without solving root performance problems.
Vannever Bush's Lasting Impact
Bush began his career as an electrical engineer and played a pivotal role in developing the differential analyzer. Dr. Deming also worked with the differential analyzer. This was one of the earliest analog computers. He served as the vice president of MIT and later became the president of the Carnegie Institution.
https://www.linkedin.com/pulse/vannever-bushs-lasting-impact-john-willis-ghiqe/
Don't Chase Delivery - Chase Systemic Improvements
Value Stream Management done properly, focuses on both the responsibility of leaders and product teams to continuously improve. Leaders need to focus on identifying and improving the systemic issues that are impacting their delivery teams. Examples of this are chronic cases of too much work-in-progress (WIP) leading to context switching and inefficiencies, lack of focus on risk and debt work, too much investment in defects (pointing to quality issues) or long flow times across the board due to bottlenecks that impact all teams.
https://www.linkedin.com/pulse/dont-chase-delivery-systemic-improvements-carmen-deardo/
Measure what truly matters
In the realm of goal achievement, regular check-ins, preferably weekly, serve as the compass keeping you on course. As W. Edwards Deming famously said, "In God we trust. All others must bring data."
https://www.linkedin.com/pulse/measure-what-truly-matters-olga-tatarchuk-q9rzf/
From Raw Data to Real Results: Six Steps to Actionable Insights
Imagine setting sail without a destination. Before diving into data, define your goals. As W. Edwards Deming said, "Without data, you're just another person with an opinion." What are you trying to achieve? How can data illuminate your path towards these goals? By asking these questions upfront, you set the sails for a targeted voyage towards specific, actionable insights.
