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Safety Videos | Safety DVDs
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The Edwards Deming training video or DVD library
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Deming Volume #1 - The New Economic Age
SKU: DEM1
Volume #1 - The New Economic Age
Harvard economics professor (later Secretary of Labor) Robert Reich and Dr. Deming discuss the developing global economy and agree that Western management must adopt new attitudes and a new way of managing for quality to replace the prevailing practices of large scale, high volume manufacturing. Competitive survival in the global market depends on producing ever-improving quality. Cost cutting and reductions in force won't do it.
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Deming Volume #10 - How Managers and Workers Can Change
SKU: DEM010
Volume #10 - How Managers and Workers Can Change
This report about Vernay Laboratories in Yellow Springs, Ohio, provides dramatic evidence of the changes experienced by people at all levels of the company over five years of implementing the Deming philosophy. Managers and workers tell how they learned about cooperation and systems thinking and their relationship to creating a more productive and enjoyable work environment. Dr. Deming explains why good intentions, computerization and othe...
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Deming Volume #11 - Cooperation - The Key to Quality
SKU: DEM011
Vernay managers and workers tell how their ability to produce improving quality resulted from cooperation. Cooperation enabled them to work on process improvements in an atmosphere of shared acceptance of the company's goals. They speak of overcoming resistance to change as they learned new ways to communicate about processes and to work in teams. Dr. Deming talks about the leadership qualities of a good manager, the relationship between continual improvement, personal development and increas...
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Deming Volume #12 - The Dangers of Buying on Price Tag Alone
SKU: DEM012
Vernay Laboratory's executives realized they could not improve quality without changing the way they worked with customers and suppliers. They had to move toward a new relationship built on communication, trust, and mutual commitment to continual improvement because it benefited everyone involved. Dr. Deming and company managers discuss total cost as a new bottom line and consider the benefits of building long-term customer-supplier relationships.
28 Minutes
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Deming Volume #13 - America in the Global Market
SKU: DEM013
In a speech to the Ohio Quality and Productivity Forum, Lloyd Dobyns reviews the history of U.S. industrial development in the 20th Century. He states the reasons why "the American system of manufactures" (interchangeable parts), Frederick Taylor's "scientific management" and Henry Ford's assembly line for mass production, the ideas that made America the world's leading economic power, no longer work. He explains why it is in the nation's interest for American businesses to adopt the Deming m...
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Deming Volume #14 - Understanding Profound Knowledge
SKU: DEM014
Dr. Deming discusses the first three elements of Profound Knowledge, which managers must understand to produce quality at a reasonable cost: appreciation of a system, theory of variation, and theory of knowledge. He explains why managers need some understanding of these concepts to plan and predict the organization's performance and to produce quality sufficient to entice the customer.
27 Minutes
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Deming Volume #15 - Competition, Cooperation and the Individual
SKU: DEM015
Dr. Deming examines the system of rewards and competition used to motivate individuals from the time they enter school. He proposes that people are born with innate ability and interest in learning and mastering skills. They get pleasure from exercising these talents in work. But comparative ranking, competition for grades, higher ratings, and other external rewards smother intrinsic motivation and creativity over the course of people's lives. This external motivation kills people's intrinsic...
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Deming Volume #16 - The Quality Leader
SKU: DEM016
Dr. Deming describes the successful leader as a continual learner who understands how the work of his group fits into the aims of the organization, works cooperatively with other stages in the process to optimize the total result, tries to create interest and challenge so his people can take joy in their work, attempts to optimize the education, skills, abilities of everyone, and learns to listen without passing judgment. Dr. Deming also identifies faulty practices of traditional management, ...
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Deming Volume #17 - People Systems: The Toughest Challenge
SKU: DEM017
The Powertrain Division of General Motors, suppliers of engines and transmissions, decided to stop ranking its employees. It replaced annual personnel appraisals with a personal development plan. Developed with Dr. Deming's help, the plan teaches managers how to help employees improve their skills, education, and understanding of how their work fits into the Division's aims. Senior managers discuss the difficulties they experienced in changing and how the plan helped create an environment tha...
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Deming Volume #18 - Competition Doesn't Work: Cooperation Does
SKU: DEM018
In a conversation with Alfie Kohn, author of No Contest: The Case Against Competition, Dr. Deming considers the experimental and clinical evidence that cooperation produces better results than competition. Kohn explains why people are more productive and happier in a cooperative environment. Dr. Michael Maccoby, psychologist and management consultant, cites historical evidence that questions the traditional American notion that competitiveness is inherent in human nature and the sure path to ...
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Deming Volume #19 - Profound Knowledge for Leadership
SKU: DEM019
Dr. Deming, Michael Maccoby, and managers from the Powertrain Division of General Motors consider knowledge of the psychological aspects of change an essential preparation for leadership. They say a successful leader creates an environment where people can be enthusiastic and choose to contribute discretionary effort to their jobs. The discussion considers the psychological theories behind traditional ideas that the manager must command, control, and reward people to get the desired response....
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Deming Volume #2 - The 14 Points
SKU: DEM2
Volume #2 - The 14 Points
Dr. Deming discusses the 14 Points—his action program for Western management—with Harvard professor Robert Reich. The 14 Points describe how to manage any complex social organization in a rapidly changing world.
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Deming Volume #20 - Leadership for the Transformation
SKU: DEM-020
Top managers of General Motors' Cadillac Powertrain Division discuss the leader as a teacher and coach. They explore the connection between change, personal learning, and leadership of teams. Dr. Deming talks with managers, frontline supervisors, and employees about the difficulties and benefits of their new roles in an environment of continual learning.The essential element of transformation is the change from hierarchical management with its dependence on rote learning of rules and specific...
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Deming Volume #21 - A Theory of System For Educators and Managers
SKU: DEM021
Dr. Russell L. Ackoff, Chairman of Interact, the Institute for Interactive Management, and Professor Emeritus at The Wharton School, and Dr. Deming agree that the managers of any enterprise—business, government, education, or community—need to understand the organization as a social system. The theory of a system is essential knowledge for managing a complex organization in the world of rapid change and uncertainty. Dr. Ackoff discusses synthesis as a necessary logic for understanding the...
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Deming Volume #22 - Understanding the Baldrige Award
SKU: DEM022
This video considers the differences between the new philosophy of management and the seven criteria of quality management that the Malcolm Baldrige National Quality Award uses to judge organizational performance. It reviews the Baldrige Award's political history, discusses the essential elements of a quality program, and summarizes Dr. Deming's system of Profound Knowledge and the reasons he disapproved of the Award. Dr. Deming and Dr. Curt Reimann, Associate Director for Quality of the Nati...
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