Commencing in 2014, The Deming Institute has recorded podcasts on a monthly basis, featuring 20 to 30-minute interviews by Tripp Babbitt with members of the Deming Community who are advancing the use and explanations of Dr. Deming's ideas.

In our June podcast, his first session with Tripp, Phil Monroe shares stories on his introduction to Dr. Deming, leading to his personal transformation as a naval officer and later a post-Navy career as a quality management consultant, city council member, and, currently, board member of a hospital in Coronado, California.

Beginning with meeting Dr. Deming in 1983, while serving as the Commanding Officer of the Naval Air Rework Facility at North Island Naval Air Station, Coronado, Phil reminisces about his first exposure to Deming management.  The meeting was arranged by Bill Cooper, Tripp’s next podcast guest (our July 2017 edition), and the senior civilian at this 6,000+ person Navy operation. 

Highlights include: 

• What caused Dr. Deming to "look down his nose" at Phil, in front of 350 supervisors
• Phil’s transformation moment, captured on film, including which of the 14 Points Phil was in violation of, according to Dr. Deming
• Being challenged by Dr. Deming on his MBO style of management
• Applying Deming management to an incident involving a Metropolitan Transit Service (MTS) bus carrying school children.  Phil was serving as an MTS Board member and thought the wrong people received disciplinary punishment; i.e. time off without pay.
• What is top management’s responsibility?
• The influence of Phil’s academic background at Cornell University
• Shifting his thinking on problems from “Who did it?” to “What in the process caused this to happen?”
• World-wide Quality Management consulting with Bill Cooper
• Numerical illiteracy
• Impressions of the status of the practice of SPC today
• What is a statistician’s job?
• The theory of variation of as the cornerstone of Dr. Deming’s System of Profound Knowledge
• The "Phil Monroe" change

This podcast features the audio track of a lecture by Dr. Deming, featured in a blog post by John Hunter, copied here, beginning with a quote from Dr. Deming:

"We are being ruined by best efforts without knowledge. Sure we want best efforts but guided with knowledge.Efforts guided by instinct do more harm than good. Our problem is best efforts."

At about the 50 minute point in the presentation Dr. Deming includes an informative discussion on the system being responsible for most of the results (even though we often consider variation in results being due to individual’s efforts).

Most of what anybody is able to turn out is governed by the system that he works in.

He uses the example of a new University president and all the constraints on their ability to act.

The performance of any component is to be evaluated in terms of its contribution to the aim of the system, not for its individual performance or profit, nor for any other competitive measure. 

W. Edwards Deming gives the example of using a loss leader to optimize the overall performance. The business losses money on the component with the intention of optimizing the performance of the entire enterprise.

Management of a system requires knowledge of the interrelationships between all of the components within the system and of everybody that works in it.

As Ackoff said, manage the interactions, manage the messes.

There is innate need for self-esteem and respect. Circumstances provide some people with dignity and self-esteem. Circumstances deny other people these advantages. Management that denies their people, to their employees, dignity and self esteem will smother intrinsic motivation. We have done a good job of it; we have smothered our people. We destroyed our people. We’ve got to bring back the individual.

Deming responded to a question from the audience

Question from audience: What do you propose to replace the merit system with?

W. Edwards Deming: Replace it? You mean you want something to destroy people better than that does?
Follow up question: Is there any way to change the merit system to meet [???]?

W. Edwards Deming: Change it? Abolish it for hell’s sake. Change hell.
You don’t want change. Abolish it… I don’t want the 10 reasons why you can’t do it.
I want the one way you are going to do it. Anytime anyone suggests anything to somebody he’s got 10 reasons why it can’t be done. I don’t want those, I want the one way he is going to do it.