- published: 26 Jan 2009
- views: 48270
Businesses have systems. A Value Stream starts with a business system and measures each process in that system. A Value Stream gives you profound knowledge of your business system.
See our blog post on this webcast http://blog.deming.org/2013/11/deming-101-with-ian-bradbury/ "This is a system [of management] and within each of these areas there are powerful ideas but a large part of the value of this comes in the interaction between the ideas: the application of ideas from one domain of knowledge into other domains of knowledge and synthesizing this into a coherent system of thought. If you take one thing from this talk I would ask that you take away the idea of these 4 bodies of knowledge and their interdependency." More details on Deming's management system http://blog.deming.org/tag/system-of-profound-knowledge/ Excerpt from Ian Bradbury's presentation at the 2013 Deming Institute annual conference: "Deming 101"
W. Edwards Deming's Theory of Profound Knowledge is the foundation of quality improvement. This theory has four parts: appreciation of a system, knowledge of variation, theory of knowledge, and knowledge of psychology. This video uses the example of a mousetrap to review systems.
Dr. Edwards Deming argued that, in order to improve a process, you need to understand it from four perspectives: aspects of the system, variation in the system, the theories that people hold and human behavior. Robert Lloyd, PhD, explains this in Part 1 of 2 and helps us better understand how to carry out improvement within a complex system.
2015 Annual International Deming Research Seminar Abstract: To thrive in today’s tough economy, businesses must achieve consistent and steady sales growth. W. Edward’s Deming System of Profound Knowledge will help you not only survive, but thrive. Deming’s underlying concept of continual improvement holds true with sales and marketing –just as it does with product and service quality. While quality product and quality service are essential for sale growth, they are not enough. As Deming said, we must also optimize the organization to achieve its aim. In the past, my organization was too focused on Deming’s 14 Points for Management, the Deming Chain Reaction, and improving quality to lower waste, be more productive, capture the market, provide jobs and stay in business. But we had not yet ...
The full debate can be found here; https://www.youtube.com/watch?v=TAQlleqDgbI During a debate about pronouns Dr Jordan Peterson starts dropping some profound knowledge. I've assembled some highlights of his answers for you to enjoy. The full debate can be found here; https://www.youtube.com/watch?v=TAQlleqDgbI
Where do ideas come from? From places of curiosity, experience and profound knowledge. Dedicated to making the very best possible. Technical innovations in fabric technologies and design breakthroughs are the result of persistent investigations into how things can be improved. This season, from base layer to footwear, new products to advance your mountain experience Outtakes from an interview with our Director of Equipment Design, Dan Green, one of the most experienced and respected designers at Arc'teryx. http://tinyurl.com/h6snzsr
Particularly robust control system for the railway industry With the automation system PSS 4000 we have developed a special control system for the railway sector, which meets the high environmental requirements and also the normative conditions stipulated by CENELEC. The automation system PSS 4000 has been specially upgraded technically and is particularly robust to electromagnetc interference, extreme temperatures and mechanical load. Applications up to SIL4 are possible with this control system. ตัวแทนจำหน่ายอุปกรณ์ไฟฟ้าโรงงาน และคอนโทรลคุณภาพสูงจากยุโรป อาทิ Pilz Finder Pizzato Pfannenberg Fibox Puls ABB สนใจติดต่อ : Tel : (662) 539 6430 Fax : (662) 539 4655 Line : @ndelectric E-mail : firstname.lastname@example.org https://www.ndelectric.co.th http://www.ndelectric.co.th/PILZ_Ligh...
2015 Annual International Deming Research Seminar Title: “What if . . .” Transformation: How to Apply System of Profound Knowledge to Change Cultural Assumptions/Beliefs Abstract: Kurt Lewin suggested that change happened in a three-stage process – unfreeze, change and refreeze. The first stage (unfreeze) consists of breaking down the status quo before building a new model for operating. This allows people in an organization to breakdown their core assumptions and beliefs. The uncertainty created in the first stage allows people in the second stage (change) to look for new and better ways to improve performance. The third stage (refreeze) is making the organizational design institutionalized once the desired change is achieved In this paper, we will explore practical ways to unfreeze and...