The Deming Cooperative

"The management of people," Dr. Deming has often said, "is far more important than the management of materials." This session will examine how statistical thinking can help to eliminate Human Resource Systems as a major impediment to the transformation. Explore the validity of assessing and regarding people through rating and ranking, new learnings in the area of feedback and employee development, and a proven process for organizational change.

Dr. Deming refers to the adoption and integration of Profound Knowledge as transformation, a change in state. Intellectual understanding alone is not transformation. Neither is it merely a change in organizational structures and system. Rather, it is an interwoven and interdependent progression of both personal and organizational change. Barbara will describe the evolutionary process of transformation and the role and responsibilities of the leader in creating, directing and supporting the change.

Barbara leads an interactive discussion with participants looking at the dimensions of organizational culture from an anthropological perspective. The conversation will be guided by Ed Schein's outline describing how we view our world and our relationship to the world. This outline encompasses man's relationship to nature; the nature of reality and truth; the nature of human nature; the nature of human activity; and the nature of human relationships. Appropriate for those who want to challenge their understanding by examining a different perspective of a world view.

Too often our approach to transformation is based in the old industrial paradigm of top-down control. The attempts resemble laser surgery, as we search for the one or two circumscribed changes that will result in transformation. Successful transformation will be rooted in the new paradigm. A new system of thinking, interaction and management cannot be assembled from independent pieces. Such a highly interdependent system must evolve from direct interaction of groups with the marketplace they wish to serve. Our job is to enable local evolution, to participate in it, and to learn from it!

In 1989, Jim McIngvale became familiar with Dr. Deming, and his 14 Points. Mac attended seminar after seminar, featuring Dr. Deming and his principles. He listened, questioned, and examined Dr. Deming's philosophies, wondering how it could apply to his retail business. You will hear Mac’s story, and how he and his Gallery Furniture store is "Winning with Cooperation."

Applying the principles of Total Quality - requires in the words of Dr. W. Edwards Deming - "a transformation of western management." This means a more comprehensive change in our approach to leadership than we have seen in the last 130 years of American management history. Peter will examine dimensions of quality leadership.

Transforming to total quality involves extensive and intensive change both individually and collectively. Mr. Scholtes will explore some approaches to change which are adapted from social and political science for application in the transformation to Total Quality.

Dr. W. Edwards Deming advocated nothing less than a complete transformation of Western business practice often saying that existing systems of management "must be blasted out; new construction commenced." The redesign of HR systems, based on a new set of premises and priorities, is fundamental to the required transformation. In this session, Mary Jenkins and Peter Scholtes will explore the new implications for the HR function in the post-Deming era. Topics include: The basics of an organization in the Quality Era; The purpose of the Human Resource function in the Quality Era; Identification of gaps between conventional HR practices and (1) the premises of the Quality Era and (2) the needs of HR customers; An examination of six specific HR activities in light of a renewed focus. 

This high energy session of review and inquiry is OQPF's "quality" version of the talk show format. You asked for more time with speakers and the speakers want a chance to explore more fully your questions and concerns. Increase your level of understanding through a rapid fire exchange of questions and answers with Peter Scholtes . Our purpose is to help you clarify a new thought, challenge an assumption and solicit input on issues of personal interest.

This is a videotape of a 1991 downlink telecast. This program looks at the difference between true improvement and mere change that creates the illusion of progress. The presentation includes strategies, tools, methods, and case studies.

Continuous Engineering Education Program, 301 22nd Street NW, Washington DC 20052 - Contacted in 2018, they have no knowledge of this program or these recordings.

To create a community quality council the group should pay attention to both the principles of community development and quality management.

A common focus of an organization’s education and training has been to improve processes. Dr. Deming has ideas about some of the other learning necessary in an organization. Mike Tveite addresses the contributions made learning about the system of profound knowledge.

When the subject of quality comes up, many organizations proudly discuss their process improvement efforts or their employee involvement program or their teams. Although these things can be parts of an effective transformation in a company, they are not the focus of Dr. Deming's message about quality. Dr. Deming, through a System of Profound Knowledge, is not trying to teach a different way to do so much as he is trying to teach a different way to think.

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