Good News: BBC Radio 4 (In Business) broadcasted a half-hour programme entirely devoted to the management and leadership

principles of Dr W Edwards Deming in June 2005. The Radio Times entry advertising the programme read: "Peter Day explores the legacy of W Edwards Deming, who died in 1993. He was the quality guru whose analysis transformed Japanese business after World War 2, and then took the rest of the world by storm decades later. But many chief executives and directors do not realise that Deming's ideas are about a lot more than mere quality - they can transform the organisations that drive so many workers and their customers to daily frustration". You can listen again to the programme directly from the BBC "In Business" website (go to previous programmes Summer 2005) or just click on "Do It Like Deming" and follow the onscreen instructions.

FROM CONFORMANCE TO PERFORMANCE

Who should attend? An invitation to a seminar on the work of Dr W Edwards Deming

How systems, variation, knowledge and people interact to improve the way organisations work.

Director level and senior managers seriously evaluating how to move from Conformance to Performance.

Management Wisdom (Europe) and others committed to excellence are joining together to study the Deming philosophy. The seminar is aimed at those who wish to evaluate Dr Demings teaching as a complete-in-itself strategy for their organisation. Deming was the man at the forefront of the post-war Japanese industrial and economic miracle. He graduated with a PhD in physics but became increasingly interested in how people, knowledge, variation and systems interact to improve (or otherwise) how team-based organisations work. The new distance ELEARNING course CTP (From Conformance to Performance) develops the understanding to apply his teachings to any enterprise whether in manufacturing or service. The material was developed with the help of one of Dr W Edwards Demings assistants, who at the time was a Companion of the IQA, and acknowledged to be the leading teacher of Dr Demings work in the UK. At the seminar directors and senior managers learn: About the need for leadership of quality from the board room, i.e. an organisation-wide approach to continual improvement How to involve both management and staff in the continual improvement process. How the Japanese miracle transformed their countrys image from inferior and cheap to superior and dependable. How Ford did it. How an SME did it. How it can be done. How to adopt a systemic approach to management. How to apply Demings framework his celebrated 14 Points of good management.

How you will benefit:

Typical reports from organisations employing the Deming approach indicate that they have seen e.g. Six-fold increases in productivity. Thousands of new ideas generated in three months (up from 48 ideas in 18 months!) Greatly increased staff motivation. How to delight customers. Essentially the seminar is a taster to encourage you to employ the Deming approach to strategy development and management development. The full Conformance to Performance course will develop the understanding necessary to apply Demings teachings to any team-based organisation. The course syllabus combines text-based theory and practice using The Deming Video Library (several first-class continual improvement case studies).

Demings 14 points People

Drive out fear Break down internal barriers Eliminate slogans and exhortations

Knowledge
Continually improve Train and re-train

Systems

Variation

Cease trading on price alone Constancy of purpose Inspect to learn for real quality, Institute leadership not screen Adopt the new philosophy real quality Eliminate arbitrary targeting (targets should aid not threaten)

Encourage self-development

Give people a chance

Top management understanding: Do it lead from the top

For further details on how you can sponsor the course in your area contact: normanspeirs@tesco.net (+44) 01427 615641 or fax (+44) 01427 678749

SEMINAR AGENDA 9.00 am Introduction aims, seminar structure etc. 9.05 9.10 9.15 Setting the Scene Introduction Profound knowledge - the key to transformation (a) What can happen (b) The timeless nature Open forum The Deadly Diseases of Western Management Coffee $2bn turnaround at Ford Dr Demings role (video) Small group work Group Feedback/Open Forum Depart

9.45 10.00 10.15 10.30 11.00 11.30 12.00

Dr Demings work has been described as the third stage of the industrial revolution. His approach is fundamentally concerned with regarding organisations (companies, groups, etc.) as a whole, and working at doing the best for that whole. This is as opposed to chopping up the organisation into bits and pieces (centres), and managing them by encouraging them to maximise their own local scores (profits, cost savings, sales, etc.), irrespective of how they do it and irrespective of the harm which they may cause elsewhere. Predominant in the reasoning are the multiplying benefits of genuine co-operation compared with the multiplying wasteful and destructive consequences of competition and conflict.

COURSE SYLLABUS A distance e-learning product for the 21st century. How systems, variation, knowledge and people interdepend and interact to improve how organisations work.

Week Module

Module title

Module content

*Supporting DVD

Introduction, course aims, Aim: Managers will be able to lead the objectives and resultant transformational process for their Video 9 benefits. organisation

Deming is different, Module Variation, Materials for 1 help in learning. The Deming story the Module development of Systems 2 thinking. The Red Beads Module Experiment Modules 3a, 3 3b, and 3c.

Deming rediscovered. Quality, theory, philosophy, and management, Prophet of common and special causes of Quality variation. The greatest good for the greatest number of workers, of managers, of customers, of owners, and for society.

Dr. Demings classic demonstration that the system determines 98% of the Videos 7,8 outcomes not the individuals.

The 14 points - the basis for Points 1-7 of the 14 points Module transformation, they apply equally to for management, and 4 service industries as well as to Joiner Triangle manufacturing Points 8-14 plus the Module Deadly Diseases of 5 Western Management.

Video 2

Adopting the points signal managements intention to stay in Video 2 business and to protect investors and jobs.

Case study: Macs story There is now intense co-operation, Module the personal where as before there was intense 6 transformation of a CEO competition. thank you Dr Deming. Targets, appraisals, Module conformance to 7 specifications, and obstacles Innovation, not just Module improvement, win-win 8 the backbone to it all A System of Profound Module Knowledge (SoPK) an 9 overview The System of Profound Module Knowledge A Systems 10 B Variation The danger with targets is that those who are set them can manipulate the process to achieve them.

Video 15

The new climate - joy in work, continual improvement, driving quality Videos17,19 up, costs down, and chronic waste out. Such a system formed the basis for the transformational lessons learned by the top management in Japan. A system is a network of functions or activities (sub-processes, stages called components) within an

Video 14-16

10

Video

11

The System of Profound organisation that work together for the Module Knowledge C Knowledge aim of the organisation. Systems, Video 11 D Psychology Variation, Knowledge, Psychology

12

Over a five-year period following Bringing it all together Module Demings guidance (SoPK) Ford and making it happen in a 12 transformed $2bn losses into $3.5bn multi-national profits. Case study: Forty hospitals How it happened How Module collaborated, put customers first, to heal a hospital (TV 13 saved billions, slashed costs, and documentary) saved lives.

Videos 20,3

13