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Deming’s Individual Transformed, Part II Dr. W. Edwards Deming estimated that without knowledge of variability, 95% of changes made by management results in no improvement, writes contributo...

Deming’s Individual Transformed, Part I Several decades have passed since some of the management greats – Dr. W. Edwards Deming and Walter A. Shewhart – set about to transform t...

When faced with challenging circumstances – declining revenue, loss of customers, declining profits margins, etc. – it is common for business executives to focus their attention on solvi...

Business is a complicated endeavor, write contributors Dave Nave and Steve Dightman. Analytical tools (from Six Sigma, Lean, etc.) provide a perspective, highly dependent on selected parameters. But...

The DNA strands of business are most often embedded in processes related to the bits and bytes contained in our information systems. But IT - the department that often has one of the widest fields...

When businesses use the wrong data or don't recognize the different types of variation, the resulting decisions and actions tend to increase costs, reduce quality, reduce productivity, and foster fr...

What makes the difference between ordinary people achieving extraordinary results on one hand, and extraordinary people achieving ordinary results on the other? Management insight makes the differen...

Conceptually, it is often easy to grasp the concept of Systems Thinking, writes contributor Eric Christiansen, in the first of a four-part series looking at Dr. W. Edward Deming's system of management...

Deming said that systems must be designed and led so everyone can win, says Paul Beshah, once a refugee from Ethiopia and now a professional in the United States. In this week's The Deming Files, Be...