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Deming Lecture by Dr. Jeff Wu on Quality Improvement from Autos to Nanotechnology

Deming Institute

Deming Lecture at the 2012 ASA Joint – Quality Improvement: From Autos and Chips to Nano and Bio” by Jeff Wu, Georgia Institute of Technology. Deming’s major insight was to recognize that Shewhart’s idea [control charts, chance and assignable causes etc.], Dr. Wu also points out.

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Deming Podcast with Scott Dalgleish, CEO at Phase IV Engineering

Deming Institute

Scott first encountered Deming’s ideas while an engineer at Proctor & Gamble in 1986. Deming training was rolled out to us. He taught the Deming principles to his new company and they were readily embraced. Scott Dalgleish. Scott Dalgleish is the CEO at Phase IV Engineering. I thought it was a really wonderful thing.

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Reflections on the Fabric of the Toyota Production System

Deming Institute

Guest post by Bill Bellows, Member of The Deming Institute’s Advisory Council. Edwards Deming to several dozen executives in Japan in 1950. Years later, in 2005, Dr. Shoichiro Toyoda, Chairman and former President (1982-1999) of Toyota, accepted the American Society for Quality’s Deming Medal. and Japan.

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How Great Strategic Thinking Leaders Think. The Finale Says It All.

The Empowered Buisness

While most strategy development efforts focus on content – or what one thinks, strategic thinking is driven by how one thinks – ie., The personal computer revolution was started by putting together existing technologies in a way never done before. Achievement-thinking leaders choose strategies that exploit an advantage.

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News Flash: Innovation Is No Longer Just a Specialist’s Job. Now Here’s How to Involve Your Whole Workforce Instead

Strategy Driven

But companies pursuing innovation as their core business strategy realize 50 to 100 percent higher profit margins than those who pursue low cost, high quality and fast delivery strategies, or simply doing whatever the customer says. The importance of technology ownership is significant. Know that patent owners reap the rewards.

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The Quest of Better Outcomes: Hierarchy Versus Process

QAspire

Your reference to gaps in the lateral movement of work reminded be of Frank Voehl’s post on the Deming Learning Network - “Managing the White Space&#. Quiet often the strategy changes, people are expected to align to new strategy, work differently, teams get split up or merged and priorities change.

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People Copy Examples and Wonder Why They Don’t Succeed

Deming Institute

Edwards Deming in The Deming of America. Edwards Deming in “If Japan Can…Why Can’t We?” See a classic discussion with Dr. Ackoff and Dr. Deming on the futility of trying to put together best parts/processes without an appreciation for the system. Edwards Deming, The New Economics.