His writing was fairly disorderly, even in his best work. Conversely, a lot of insight is compressed into his 14 points.
I think a lot of the issues he explains go way beyond manufacturing. When I think about the problems with performance reviews, I go back to him. Same with training and leadership.
Yes! Absolutely agree. They're generalizable to almost any kind of work. I've been meaning to start a blog implementing his work in the relevant field of Software development.
I started my career in IT at P&G a long time ago. One of my mentors got me started on a few business books, and worked Deming into the equation. An interview with Robert Reich (yes, the same one) and him was included in a training class there too. The writing resonated quite a bit then.
Who am I? That's a much deeper question. :-) Someone who has drifted between data, technology and finance over a 20some year professional career.
Comments
His writing was fairly disorderly, even in his best work. Conversely, a lot of insight is compressed into his 14 points.
I think a lot of the issues he explains go way beyond manufacturing. When I think about the problems with performance reviews, I go back to him. Same with training and leadership.
Yes! Absolutely agree. They're generalizable to almost any kind of work. I've been meaning to start a blog implementing his work in the relevant field of Software development.
Who are you and how did you learn about Deming?
I started my career in IT at P&G a long time ago. One of my mentors got me started on a few business books, and worked Deming into the equation. An interview with Robert Reich (yes, the same one) and him was included in a training class there too. The writing resonated quite a bit then.
Who am I? That's a much deeper question. :-) Someone who has drifted between data, technology and finance over a 20some year professional career.