Dr. Deming COMPLETE Training Library

Author

• Dr. Edward Deming

Key Features

32 video training package available in VHS or DVD format
individual programs are available for $110 each

These programs come with discussion guides on CD-ROM.

The Deming Library is the authoritative presentation of W. Edwards Deming’s management philosophy. Dr. Deming collaborated in the production of each program in the 32 volumes. The Library is available as a complete set, in two smaller selections and in individual volumes.

The videos make available to a general audience the philosophy of continual improvement, his system of Profound Knowledge, and the 14 Points, which are the foundation of effective application of Six Sigma, Lean Manufacturing, Loyalty/Net Promoter and other quality improvement tools.

The Deming Library in 32 Volumes

INTRODUCTION: HOW TO SURVIVE & PROSPER IN THE GLOBAL MARKET: Prophet of Quality, Vols. 1 & 2

W. Edwards Deming: The Prophet of Quality: From the PBS documentary you will learns the origin and development of Deming’s philosophy of continual improvement. An intimate video biography; excellent overview of the benefits of improvement and obstacles to change. 57 min., $110.00

The New Economic Age, Vol. 1: Viewer learns from Dr. Deming and former labor secretary Robert Reich why the global economy requires managing for continual improvement to attain and sustain long-term competitive success, why traditional management thinking fails the test. 23 min., $110.00

The 14 Points, Vol. 2: The essential actions managers must take to build a successful organization that will survive and continue to improve in a competitive, fast- changing environment. 40 min., $110.00

CASE: SENIOR MANAGEMENT LEARNS TO LEAD CONTINUAL IMPROVEMENT*, Vols. 3-6

(*The company is Ford in the 1980’s and 90’s when it turned around under the leadership of CEO Donald E. Petersen.Succeeding managements ignored the Deming philosophy.This example of exemplary leadership and the success it can bring makes the ideas of W. Edwards Deming clear and powerful.)

Corporate Leadership, Vol. 3: You will learn how a chief executive acted to overcome severe financial loss and led the organization to embrace a new vision and mission. 24 min., $110.00

Adoption of the New Philosophy, Vol. 4: Senior managers adopt new thinking that led to financial turnaround and market-leading quality improvement. 23 min., $110.00

Communication of the New Philosophy, Vol. 5: Senior managers implement teamwork, cooperation, and statistical thinking for process improvement. 23 min., $110.00

Application of the New Philosophy, Vol. 6: Managers and employees testify to the benefits of continual improvement, including learning on the job, less dependence on mass inspection and reduced fear. 26 min., $110.00

BASIC CONCEPTS NEEDED FOR SYSTEMS THINKING, Vols. 7-9

The Red Bead Experiment and Life, Vol. 7: You will learn from this classic demonstration how the system—not the individual—determines outcomes.Results cannot exceed the capabilities of the system.(See also Vol. 8, Lessons of he Red Bead Experiment.) 26 min., $110.00

Lessons of the Red Bead Experiment, Vol. 8: The fictional company fails because management did not understand or improve the system but demanded more of employees than the system could deliver.Exhortations will not improve productivity. 28 min., $110.00

The Funnel Experiment, Vol. 9: This graphic demonstration shows that “common sense” demands for change without understanding the capabilities of the system amounts to tampering and leads to failure. 25 min., $110.00

CASE: HOW A SMALL COMPANY TRANSFORMED ITSELF, Vols. 10-12

How Managers and Workers Can Change, Vol. 10: You will learn the benefits of a transformation to continual improvement by observing the behavior of managers and workers who move from skepticism to higher productivity and more enjoyment of their work. 25 min., $110.00

Cooperation—The Key to Quality, Vol. 11: Key learning points are: the benefits of shared goals and cooperation in process improvement and the relationship between continual improvement, personal development, and increasing profits. 23 min., $110.00

The Dangers of Buying on Price Tag Alone, Vol. 12: Suppliers and customers must be part of the organizational system.This creates a new relationship of trust, mutual commitment and innovation that produces increasing benefits from a long-term customer-supplier alliance. 28 min., $110.00

HISTORY: THOSE WHO FORGET IT ARE CONDEMNED...

America in the Global Market, Vol. 13: Lloyd Dobyns reviews the history of U.S. industrial development in the 20^th Century, the benefits of continual improvement, and the imperative to transform the national economy for global competitive strength. 24 min., $110.00

THE THEORY GUIDING SYSTEMS THINKING, Vols. 14-16

Understanding Profound Knowledge, Vol. 14: You will be introduced to the first three components of Deming’s System of Profound Knowledge (appreciation of a system, concept of variation, and theory of knowledge).The report explains why managers need this understanding to predict performance necessary to entice the customer. 27 min., $110.00

Competition, Cooperation, and the Individual, Vol. 15: Key learning points: why the conventional system of extrinsic rewards focused on internal competition degrades individual performance; why cooperation enhances learning, individual satisfaction and organizational competitiveness; and the nature of intrinsic motivation. 30 min., $110.00

The Quality Leader, Vol. 16: You will learn why the successful leader becomes a continual learner, understands how the work of his group fits into the aims of the organization, and how to practice continual improvement.Faulty traditional practices contrast with better practices based on a theory of management. 25 min., $110.00

CASE: A GREAT CORPORATION STRUGGLES TO CHANGE*, Vols. 17-20

(*In the 1980’s and 90’s some General Motors divisions concentrated on continual quality improvements and enjoyed success in the workplace and the market.These videos are an instructive example of what success looks like from inside a corporation.)

People Systems: The Toughest Challenge, Vol. 17: GM’s Powertrain Division replaced employee rankings with a personal development plan.Managers learned to help employees improve skills and understanding of how their work fitted into the Division’s aims.Viewer witnesses excellent leadership in action. 27 min., $110.00

Competition Doesn’t Work: Cooperation Does, Vol. 18: You will learn why a cooperative environment yields better results than internal competition and enhances personal development.Authors Alfie Kohn and Michael Maccoby present evidence that counters traditional assumptions about competition. 27 min., $110.00

Profound Knowledge for Leadership, Vol. 19: You will learn more about the fourth component of Profound Knowledge: the psychology of change.Drs. Deming and Maccoby and GM managers explain how knowledge helps managers create an environment that leads people to give discretionary effort. 30 min., $110.00

Leadership for the Transformation, Vol. 20: GM Cadillac managers demonstrate how the leader becomes a teacher and coach and why this ties together organizational learning, personal development, and effective teamwork essential for process and system improvement. 30 min., $110.00

BASIC FOR SYSTEMS THINKING: THEORY OF A SYSTEM, Vol. 21

A Theory of a System for Educators and Managers, Vol. 21: You will learn how to view the organization as a complex social system faced with rapid adaptation in the global economy and why this is essential knowledge for managers.Synthesis plus traditional analysis is needed for systems thinking. 30 min., $110.00

THE BALDRIGE AWARD, A USEFUL GAUGE OF PERFORMANCE FOR QUALITY IMPROVEMENT, Vols. 22 & 23

Understanding the Baldrige Award, Vol. 22: You will learn the similarities between Deming’s philosophy and the seven Baldrige criteria used for organizational self-evaluation and why a theory of management must be the foundation of quality improvement practices. Features founding Baldrige director, Dr. Curt Reimann and Dr. Deming. 30 min., $110.00

Putting Deming and the Baldrige Award Together, Vol. 23: Dr. Reimann, GM managers, and others show the correspondence between Deming’s 14 Points and Baldrige criteria. 32 min., $110.00

TWO CASES: RECOGNIZING THE SIGNS OF SUCCESS, Vols. 24-27

Cultural Transformation: A New Way of Thinking, Vol. 24: You will share the experiences of Zytec Corporation, a small manufacturer and recipient of the Baldrige National Quality Award that underwent a transformation.The company’s culture changed from command and control to shared commitment.Managers and workers recount their struggle to discard old ideas to adopt a vision and mission. 29 min., $110.00

Cultural Transformation: Continual Improvement, Vol. 25: Key learning points include: how Zytec discarded performance appraisals, quotas, and incentive awards for the sales force in favor of continual improvement, rewards for risk-taking and use of data and statistical tools for process improvement. 25 min., $110.00

A Study in Continual Improvement, Part 1, Vol. 26: You will witness the leaders of the Reston Hospital Center as they began to view the hospital as a system and learned cooperation and continual learning resulting in better outcomes.The model applies to organizations of any type.Features Dartmouth professor Paul Batalden, MD. 28 min., $110.00

A Study in Continual Improvement, Part 2, Vol. 27: Dr. Batalden and hospital administrators consider remaining three components of Profound Knowledge (variation, theory of knowledge, and psychology).The 14 Points are restated for the hospital circumstances. 28 min., $110.00

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