For the last two weeks I wrote a brief discussion about Deming's 14 points. Quite a few people clicked through, for that I'm grateful. To cap the exercise, I decided to make a summary and highlight the continued relevance of Deming's work and how I wrap his concepts into my services. If you're just finding this series and would like to start at the beginning, April 1st is for you. I'll see you when you get back.
Deming & His Legacy
Deming is a principal contributor to modern quality systems. He contributed many elements to what became lean and the Toyota Production System. My intent here isn't to rehash the millions of words written about his work by every quality person (including myself). As this forum is about my considerations and how I implement them, I believe his System of Profound Knowledge is the best part of his legacy. The 14 points can be linked to most quality best practices which exist in modern industry. I can't think of something more profound than this, at least where it relates to my profession. Check the link below to learn more about Mr. Deming.
Deming & Modern Applications
Deming's work can be applied to any company. Every company has process. If you have process, you can apply the System of Profound Knowledge. Period.
I really don't need to go over how these ideas work in manufacturing. I think the manufacturing side has been beaten to death. I ramble about the topic too much anyway. Deming's ideas were really about higher level thought. My own problems solving techniques are also about moving to higher level. When we build structure for our approach to the low-level problems we are then in a better place to approach bigger problems. We can see the bigger picture when our time is not dominated by "firefighting".
Deming's ideas are really about any business operation. Every function must have purpose. Every function must be considered for improvement at all times. Accountants need to have efficiency in their work. They shouldn't be crushed by needless tedium. Engineers designing components should have standard work, if they improve on how to do so they deserve recognition. Continuous learning has to be part of every organization. How are you going to get continuous improvement systems off the ground if you don't promote and reward learning?
Deming & the Simple Approach
When I built Start. Somewhere. I used every one of Deming's points. My primary goal from 20+ years of observation and industry work, was to create something so approachable it could be applied in multiple settings. Once you do the cycle once, do it again. I want to provide a system where you figure it out quickly, you run the system in a few areas of your business and you grow into more complicated problem solving systems.
Start. Somewhere. leans on "why". Maybe too much. I want my clients to be used to asking why a lot, because later they can graduate to more advanced systems of problem solving. I visually describe this concept here. My system will lead people to a value stream map, or a failure mode effect analysis. I want them to play with a 5-why structure and suddenly realize they are organically building fishbone diagrams. The beginning to all this has to be approachable. So you will find very little technical speak in the program. I know, I've seen it, too much vocabulary work makes people shut down. If you just throw something at them with plain language and simple tools, it will lay the foundation for rock-star problem solvers.
Again, thank you to everyone who has read my series. I just jumped into this blog in March (2024) and it has progressed faster than I expected. I have additional series ideas in the pipe, the next one will be on the seven deadly diseases which Deming also championed. I have some interesting thoughts on more obscure lean tools as well.
If you'd like to see how I can help you, learn about my systems, or just connect, smash the Start button up top or schedule a consultation below. Whatever you do, you gotta Start. Somewhere.
