Implementing Demings System of Profound Knowledge

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Implementing Demings System of Profound Knowledge

• By
• Theresa Minton, Jennifer Norton, Samer Omeish,
  Becky Scott, Kyle Whiteley

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The System of Profound Knowledge

• Appreciation for a system
• Knowledge about Variation
• Theory of Knowledge
• Understanding of Psychology

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Appreciation for a System

• Avoid Sub-optimization
• Teamwork
• Interdependence

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Avoiding Sub-optimization

• Optimize the whole systemnot just specific
  departments
• Work toward the goal of the company
• The goal of the Information Systems Department
  is to provide a service to the companys end
  users

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Teamwork

• Cooperation between components of the department
• Open communication
• Performance not based on individual departments

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Interdependence

• All of the departmental functions are
  co-dependent installation, development,
  training, network administration
• Eliminate contests and promote co-operation
• All sub-departments focused on company goal

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Success

• Success of the Information Systems Department
  depends on co-operation and communication
• All departments working towards the company goal
• Quality will be infused with the transformation

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Knowledge about Variation

• Its Presence
• Peoples Achievement
• Rewards?
• Change

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Presence of Variation

• It is essential to the organization, that the
  leadership understand the variation in people and
  their performance will always be present
• Knowing that this variation exists, leadership
  can then begin to organize the people in a way
  that best fits the needs of the organization

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Achievement and its Effect

• People achieve at different levels and excel in
  different areas
• It is important to recognize the areas that
  people achieve in and their weaknesses
• Give them tasks that optimize their good skills
  and train them in the areas they are weak

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Rewards?

• Should we reward the accomplishments of those who
  achieve at a high rate?
• Absolutely not--by rewarding the over achievers,
  we are punishing the under achievers
• Variation tells us that Half of everyone in this
  organization is below average
• By eliminating work standards and quotas, fear
  can be driven out of the employees, competition
  is eliminated, and everyone can participate
  effectively

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Change

• If people are still not achieving at the desired
  rate, the entire process must be redesigned and
  changed
• There will be variation in the achievement
• If we change because of variation, more work is
  required and the problem will not go away
• If we must change the entire process, we must
  reorganize and redesign the system in which
  people are constantly being better by the
  organization and therefore the organization is
  bettered the people

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Theory of Knowledge is an elusive element. It
needs

• Creativity
• Adaptability
• Vision
• Passion

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Theory of Knowledge

• The transformation requires a view from outside
• The first step is transformation of the
  individual.

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Theory of Knowledge

• The individual, once transformed will
• Set an example
• Be a good listener, but will not compromise
• Continually teach other people
• Help people to pull away from their current
  practice and beliefs and move into the new
  philosophy without a feeling of guilt about the
  past

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Better thinking

• Promote variation management (vs. reduction)
• Seeing subsystems (vs. systems)
• Thinking roadmap connected to vision of
  environment
• Knowledge sharing is power

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• Knowledge
• Since theory of knowledge is such an elusive
  element
• Open communication and exchange of ideas is a
  must and will be encouraged(required).
• Very(rotate) duties among staff to diversify
  skills and promote better interaction.
• Cross training.
• Shared Knowledge base

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Psychology of the Profound Knowledge
What Psychology?Whose version?How do I apply
it?Is it easy?Is it quick?Do I need to know
Why?I only have a few minutes, so . . .

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Psychology

• A manager of people needs to understand that all
  people are different
• Performance of anyone is governed largely by the
  system that he works in, the responsibility of
  management

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What Psychology? A Useful oneOne that your
workers know and useOne that your bosses know
and useOne that you know and useOne that few
acknowledge - at least in publicOne that holds
promise of understanding

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Examples

• A teacher, not wishing to penalize anyone
  unjustly, will pass a pupil that is barely below
  the requirement for a passing grade
• A committee appointed by the President of a
  company will report what the President wishes to
  hear. Would they dare report otherwise?
• Fear invites wrong figures. Bearers of bad news
  fare badly. To keep his job, anyone may present
  to his boss only good news.

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Leader/Manager needs to learn

• Psychology of individuals
• Psychology of groups
• Psychology of society
• Psychology of change

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Summary

• By implementing these changes, we will be
  improving the way this organization operates.
• Improving the way the employees think about
  themselves as well as the company will improve
  how they work individually and in groups.

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References

• http//www.well.com/user/vamead/demingdist.html
• http//deming.eng.clemson.edu/pub/den/deming_philo
  sophy.htm
• http//www_caes.mit.edu/deming/14-points.html
• Latzko, William J. Saunders, David M. Four Days
  with Dr. Deming. 1995