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1. Deming Volume #7 - The Red Bead Experiment and Life 2. The 31 volume Edwards Deming Library 3. Deming Volume #9 - The Funnel Experiment 4. Deming Volume #8 - Lessons of the Red Bead Experiment 5. Deming Volume #11 - Cooperation - The Key to Quality

Deming Library

Result pages:     1 2 3   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 rank... More Information and Pricing Details 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 ... More Information and Pricing Details 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 skill... More Information and Pricing Details 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. ... More Information and Pricing Details 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... More Information and Pricing Details 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 ... More Information and Pricing Details 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 t... More Information and Pricing Details 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... More Information and Pricing Details Deming Volume #23 - Putting Deming and the Baldrige Award together SKU: DEM023 With contributions from Dr. Curt Reimann, Cadillac general manager John Grettenberger, and several Deming students, this video shows the many correspondences between Dr. Deming's 14 Points and the seven criteria of the Malcolm Baldrige National Quality Award. Charts graphically display the relati... More Information and Pricing Details Deming Volume #24 - Cultural Transformation: A New Way of Thinking SKU: DEM024 The Zytec Corporation of Eden Prairie, Minnesota, a company practicing the Deming philosophy since 1984, won the Malcolm Baldrige National Quality Award in 1991, on its second try. This is the story of how a corporate culture was changed from control to shared commitment. Managers and employees e... More Information and Pricing Details Deming Volume #25 - Cultural Transformation: Continual Improvement SKU: DEM025 In the second part of the Zytec story, managers and employees describe their seven-year experience of continual improvement, rewards for risk-taking, the ways in which they seek process improvements, constraints posed by the old system, and the use of data and statistical tools. They tell about t... More Information and Pricing Details Deming Volume #26 - A Study in Continual Improvement, Part I SKU: DEM026 This case in hospital management illustrates how Profound Knowledge applies universally to all organizations. Dr. Paul Batalden, Chairman of the Institute for Health-care Improvement and long-time Deming practitioner, and administrators of Virginia's Reston Hospital Center discuss the imperative ... More Information and Pricing Details Deming Volume #27 - A Study in Continual Improvement, Part II SKU: DEM027 In Part II, the discussion with Dr. Batalden and the administrators of the Reston Hospital Center turns to applications of the remaining three parts of Profound Knowledge to process improvement (variation, theory of knowledge, and psychology) and the changing culture of the organization as people... More Information and Pricing Details Implementing Deming Volume #1 - The Case Against Performance Appraisal SKU: DEMIMP1 Peter R. Scholtes, management consultant, examines the reasons why performance appraisals or evaluations degrade the morale of employees, fail to provide useful feedback, and give management the illusion that it can identify and measure individual effort or performance. More Information and Pricing Details Implementing Deming Volume #2 - What to do Instead of Performance Appraisal SKU: DEMIMP2 What to do Instead of Performance Appraisal. Mr. Scholtes shows that performance appraisal systems are expected to fill too many needs: They fail to give direction or constructively motivate people to do a better job. He advocates that all the functions assigned to performance appraisals be separ... More Information and Pricing Details

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