First in Japan and decade later in America Deming changed the way we think about the things we buy & use. Just product quality was not in mind of Deming. It was 3rd stage of industry revolution. Other things are as important as quality He died little disappointed that it has not spread further. 1950 an expert on statistics went to Japan taught industrialist about moving the country after the war Japanese after world war decided to copy everything from America including their Bad habits. Quality does not cost to pays Japanese did not argue on Deming statement Quality reduces cost and gives the edge in the market place It was not the Japanese culture; it was Deming who taught to them Japanese really worship the Dr. Deming- His Photograph are hung in way of GOD What Deming taught was sheer common sense. Building quality in and not fixing afterward For Dr. Deming Quality was one of the several elements which official business has to take very seriously indeed. People do their best without knowledge, putting in hard work without knowledge. There is no substitute for knowledge What he was teaching was strategic approach to continual improvement. Team based organization Identified four key areas 1. System: Changes in one part of the business create problems in other part of the business. And likely result will be divisive & create distrust. 2. Understanding variation: measurement has to be correct. Measuring should be done on continuous basis. Measuring the correct information. Differentiating between common cause & special cause. It will create chronic waste due to fixing common cause of variation thinking it as special cause. 3. Development of knowledge: how do really people learn and improve. What sort of culture to encourage that. 4. Psychology: how the middle mgmt is helping juniors to understand. Resist the high staff turnover. We are all struggling to find the best way. Organizations are molded with short-term thinking. Implementation certainly starts with enlighten leaderships. If we do not have this support from the then we are not going to be able to do it at grass root level. Share leadership: Responsibility of individual to accountable as leader for their own work processes. Command the controls, status, hierarchy corrupts the organization. Common sense is greater than you think. It is generalized principals. Alignment of people, purposes and functions and aspirations of people for the organization they work for and to know what the organization is all about. Removing barrier by understanding the process. 1. You have to be where people are. Understand what it is that keep that guy awaken up. No one is going to move unless they feel the need to move. Most of the company feels that they are going to transform their Many organizations try to transform business by advance, sophisticated problem solving techniques. You don’t transform by problem solving. Transformation is something different. It is very much about people, Developing people, leadership, understanding. Much bigger than quality. Transformation of business. It will be tampering the system if you really don't understand variation within the system. What actually make system works, what variation within the system and how to approach. Sometime working environment is so socially toxic that employees are seeking early retirements. Chaos is not necessary. As organization grows and mature purpose disappears, institutionalism set seems. People are influenced by seeing change. You can not change the people. People chose to change. Organization capital investment is in the people knowledge. Our potential does not lie into machinery. It lies in human intelligent, human engineer. Deming said that 3% of the problems have figures and 97% do not have.