Dr. W. Edwards Deming The Change Model for the Movement
Starting in 1950, Dr. Deming transformed the Japanese economy. In the early 1980s, Dr. W. Edwards Deming then transformed the USA.
His theories and thinking serve as the foundation of the Innovation Engineering movement. In his quest to realign focus from quantity to quality, as is also the case with innovation, a transformation in mindset is required by organizational leadership and operational systems. As Dr. Deming taught, “94% of problems are due to the system, 6% due to the worker.”
One of the challenges of Deming’s time were around the systems of production. Today, they are around the thinking systems of the leadership toward innovation. The goal is to shift away from reactive management and move to proactive leadership of new products, services, customers and markets.
The other challenge faced during Deming’s time was quality. Today, the challenge is less about quality as it is about profitability with commodity offerings. The problem is the “flat earth” economy of instant communications, internet connectivity, efficient shipping and emerging nations. This drives down pricing and profitability. The opportunity for increased profitability lies in reigniting the innovation culture that existed in most companies when they were young but that tracking studies indicate declines as they age.
The quality movement of Deming’s time was powered through education. Dr. Deming taught tens of thousands through his four-day seminars. Philip Crosby, a fellow leader reforming quality management practices, educated thousands through his five-day Quality College.
Similar to the quality movement, the Innovation Engineering movement is education driven - through three-day Leadership Retreats and five-day Innovation Engineering Colleges. An important component of the Innovation Engineering education movement is the use of excerpts from the 21 hours of the Deming DVD Library that we are fortunate to have the rights to use from both the owners of the Deming Library and the Deming Institute.
The message is much the same: the imperative to change is now; the tools and methods are here and available; look in the mirror! Doug is determined, energetic, enthusiastic and entertaining.
Although I am quite certain that Dr. Deming and Bill Conway always wore shoes during their presentations, Doug, Bill Conway and Dr. Deming all believed that change is needed and that the time to change was then, and now."
Mary Jane King President Conway Management Company