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Rated: NR    Format: DVD    Viewing Time Approx: 15 hours 11 min
At the core of The Deming Library is The Complete Deming Collection - a 32-volume set of programs, which were produced by the distinguished producer, reporter and author Clare Crawford-Mason in collaboration with Dr. Deming. Some of the programs are narrative in nature, using case histories from corporate America as their storyline. Others are more demonstrative, showing Dr. Deming giving his famous seminars and presenting his illustrative experiments. Still others add a layer of commentary and discussion by distinguished peers and collaborators of Dr. Deming. Combined with its engaging and informative discussion guides, The Complete Collection is truly an invaluable learning tool for any organization or individual seeking to better understand and successfully implement Dr. Deming's remarkable theories and teachings.
The Deming Library DVDs discuss Dr. Deming's development of the philosophy of profound knowledge for continual improvement. This digital archive stands alone as the authoritative rendering of Dr. Deming's thinking during the final decade of his life. He considered this series to be, in his words: "the finest presentation of my philosophy." This 32-volume collection presents a philosophy that has universal applications for optimizing individual and organizational performance.

Those who study the Library will find each volume useful in examining issues that are relevant to any type of organization. Therefore, individuals are encouraged to focus attention on the ideas of this philosophy, not the people shown in the series. The issues and problems of 1987 to 1993 addressed in the Library remain unresolved in too many organizations today. It is highly recommended that users seek to understand how the principles discussed throughout the series are interrelated, in order to develop a greater appreciation of Dr. Deming's system of thought. Dr. Deming's ideas became publicly known when the NBC white paper "If Japan Can... Why Can't We?" was aired in June 1980. Regarded as the second most influential documentary in the history of film and television, the program produced by Mrs. Crawford-Mason reported Dr. Deming's role in the rise of the Japanese export industries. From the 1950s through the 1970s Japanese companies took increasing shares of American markets with better quality cars and consumer electronics. Told in eight minutes of television, the story of Dr. Deming in Japan launched the quality revolution. This led to many competing improvement methods and ideas. They failed to grasp Dr. Deming's principles of continual improvement, long-term vision, cooperative communities, and systems thinking.

The Deming Library documents these transformative changes and the new ways we must think about and see the world. However, the problem is that most of us unconsciously cling to our old ways and culture. Further exacerbating this problem is that numerous efficiency improvement ideas now marketed worldwide are only pieces of Dr. Deming's methods without its crucial theory. Dr. Deming foresaw the new global economy that would bring fierce competition, continuous and rapid change, and increasing complexity. The traditional American hierarchical management culture would not work in such an unstable, complex world where national boundaries have been effectively erased. It would have to be replaced with continual improvement and innovation achieved through systems thinking and cooperation. Ironically, continual improvement is an American idea first implemented by the county agents of the Department of Agriculture who helped farmers to farm better and better until America became the world's pre-eminent producer of food and fiber. The stories told in The Deming Library are now part of history; the management philosophy and its principles are the bedrock of survival and prosperity for businesses, schools, hospitals, and public services in the 21st Century. His ideas are being used increasingly throughout the Orient. The West needs to study them more deeply.
The Prophet of Quality – approx. 57 min.
This introduction to The Deming Library reviews the life of Dr. W. Edwards Deming, his education, professional career, and the origin of his philosophy. Dr. Deming's theories and teachings provide a foundation for managing for continual improvement, including his Fourteen Points For Management, which are presented and discussed using simplified cartoon-illustration. The program also profiles Dr. Deming's personal life and work ethic, and summarizes his teachings about competition, building trust, and systems thinking. These issues are discussed in relation to some commonly held attitudes and beliefs that characterize the traditional American approach to management and interfere with improvement.

Vol. 1 – The New Economic Age – approx. 33 min.
Dr. Deming and former labor secretary Robert Reich discuss why the global economy requires managing for continual improvement to attain and sustain long-term competitive success. The discussion helps individuals understand why management practices from the mass production era are ineffective in managing a complex organization undergoing rapid change. And why competitive survival requires innovation and continual improvements in products and services.

Vol. 2 – The 14 Points – approx. 40 min.
Presented in two parts, this program features Dr. Deming and Robert Reich, a Harvard economics professor at the time, discussing Dr. Deming's Fourteen Points For Management. Thought provoking and transformational by design, these key principles and practices for management developed by Dr. Deming provides the essential actions managers must take to build a successful organization that will survive and continue to improve in a competitive, fast-changing environment.

Vol. 3 – Corporate Leadership – approx. 24 min.
This program provides a real-world illustration of how a large organization can overcome severe financial losses to achieve record success. Former CEO, Donald Petersen, tells the story about Ford Motor Company and their commitment to the principles of quality improvement. Dr. Deming and Mr. Petersen consider how the emphasis on managing for process and product or service improvement increases productivity and profits.

Vol. 4 – Adoption of the New Philosophy – approx. 23 min.
Ford executives discuss how they came to the realization that fundamental changes were required in the way they did business, as well as the practicality of continual improvement in a profit-driven business. This program also addresses the meaning of quality throughout an entire organization, including the extended system of external customers and suppliers. Through their focus on quality as job one, Ford demonstrates that changing attitudes is ultimately more important and successful than focusing on awards or profits.

Vol. 5 – Communication of the New Philosophy – approx. 23 min.
Senior leaders at Ford discuss the advantages of building a long-term relationship with a single supplier. They also discuss some lessons learned related to the use of specification limits and work standards. Additionally, Ford leaders consider the importance of cooperation between leaders and their people in process improvement efforts, and in changing old adversarial attitudes.

Vol. 6 – Application of a New Philosophy – approx. 26 min.
Leaders at Ford discuss some of the dramatic changes in their outlook and way of thinking after studying and implementing the principles of Dr. Deming's theories and teachings. They also discuss some of the challenges and rewarding experiences that they faced -agreeing that continuing improvement depends on management's willingness to value people as the organization's most important asset. Topics discussed include inspection and fear in the workplace, experienced by employees and leaders alike.

Vol. 7 – The Red Bead Experiment and Life – approx. 26 min.
The Red Bead experiment provides a demonstration of how powerfully the system of management influences individual performance. As the plant manager, Dr. Deming plays the part of a no-nonsense boss determined to get the best out of his equipment and his employees. Using volunteers from his seminar, Dr. Deming dramatizes how rigid work standards, performance goals, and best efforts fail to contribute to system improvements. Employees doing their best are powerless to turn out better work unless they know why they are doing their tasks and how to improve.

Vol. 8 – Lessons of the Red Bead Experiment – approx. 28 min.
Focuses on the nature of variation and how an organizational system operates. The lessons learned by the fictional company used in the experiment include failing because management did not understand or improve the system, and realizing that exhortations will not improve productivity. Also discussed is the need for operational definitions and how the practice of ranking people fails to improve system performance.

Vol. 9 – The Funnel Experiment – approx. 25 min.
This is an experiment designed to illustrate a stable system and the consequences of various forms of tampering, which not only fail to improve anything, but add instability and degraded performance. The experiment shows how management, depending on intuition and common sense, can make things worse. Dr. Deming discusses the nature of variation and its influence on any system or process. This volume also discusses The Deming System of Profound Knowledge®, which includes understanding of variation.

Vol. 10 – How Managers and Workers Can Change – approx. 25 min.
Focuses on Vernay Laboratories in Yellowsprings, Ohio, and provides evidence of the changes experienced by people at all levels of the company after five years of implementing the Dr. Deming's theories and teachings. Managers and employees tell how they learned about the concept of a system and long-term system improvements. Dr. Deming explains why trying to copy others, good intentions, and technical fixes are insufficient to improve quality. He also discusses the simplicity of statistical theory in fundamental terms, which are necessary for understanding an organizational system and the interactions within it.

Vol. 11 – Cooperation–the Key to Quality – approx. 23 min.
Cooperation enables personnel at Vernay Laboratories to turn their attention to working on process improvements in an atmosphere of shared acceptance of the company's goals. They speak of overcoming resistance to change as they learned new ways to communicate about processes and working as a team. Also, Dr. Deming talks about leadership qualities, and the relationship between continual improvement, personal development, and increasing profits.

Vol. 12 – The Dangers of Buying on Price Tag Alone – approx. 28 min.
Focuses on Dr. Deming and managers of Vernay Laboratory discussing the benefits of building long-term customer-supplier relationships. The Vernay Laboratory's executives realized they can not improve product quality without changing the way they work with their customers and suppliers. They move toward a new relationship built on communication, trust, and mutual commitment to continual improvement, because it benefits everyone involved.

Vol. 13 – America in the Global Market – approx. 24 min.
This speech given by reporter and writer Lloyd Dobyns in 1989 traces the development of American industry in the 20th century to show the historical roots of current economic problems. It includes an historical perspective on how the U.S. and Japan responded differently to the global marketplace following World War II. Dobyns also offers speculation about the future effect of globalization on the U.S. in the 21st century.

Vol. 14 – Understanding Profound Knowledge – approx. 27 min.
Profound knowledge is Dr. Deming's name for a system of logic that defines his philosophy of continual improvement. In this program Dr. Deming discusses three of the four components of The Deming System of Profound Knowledge® – appreciation of a system, knowledge of statistical theory, and theory of knowledge. He explains why leaders need some understanding of these concepts to maximize system performance at minimal economic cost, and to predict performance necessary to entice the customer.

Vol. 15 – Competition, Cooperation, and the Individual – approx. 28 min
Dr. Deming examines the system of rewards and competition that is used to motivate individuals from the time they enter school. He proposes that individuals are born with an innate ability and interest in learning and mastering skills, which declines gradually over time due to institutional systems of reward and management practices that inhibit individual initiative and creativity. Dr. Deming also discusses a strategy of competitive cooperation, demonstrated by companies that cooperate in areas such as research and development to achieve success in the global economy.

Vol. 16 – The Quality Leader – approx. 23 min.
Dr. Deming describes the attributes of a successful leader, including why a 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. He discusses the sources of a leader's powers and explains why effective leadership requires increased knowledge. He also identifies faulty practices of traditional management methods and offers recommendations for better practices.

Vol. 17 – People Systems: The Toughest Challenge – approx. 27 min.
Focuses on the Powertrain Division of General Motors, suppliers of engines and transmissions, decision to stop ranking its employees. They replaced their annual performance appraisal system with a personal development plan. Designed with Dr. Deming's help, the plan teaches managers how to help personnel improve their skills, education, and understanding of how their work fits into the Division's aims. Senior managers discuss the difficulties they experienced in changing and how the plan helped create an environment that supports cooperation and pride in work.

Vol. 18 – Competition Doesn't Work: Cooperation Does – approx. 27 min.
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 found overwhelming evidence that people are more productive and happier in a cooperative environment. Dr. Michael Maccoby, psychologist, anthropologist and management consultant, contributes additional evidence from history and other cultures that question the traditional American notion that competitiveness is human nature and the only sure path to success and happiness.

Vol. 19 – Profound Knowledge for Leadership – 27 min.
Dr. Deming, Dr. Michael Maccoby, and managers from the Powertrain Division of General Motors discuss the psychological aspects of change, a component of profound knowledge and an important subject for leaders. This discussion considers the psychological theories behind traditional ideas that the manager must command, control, and reward people to get the desired response. Also, Dr. Deming discusses the need for management theory that extends beyond process improvement to include organizational transformation.

Vol. 20 – Leadership for the Transformation – approx. 27 min.
Top managers at the Cadillac Motor Car Division and the Powertrain Division of General Motors discuss the role of a leader as a teacher and coach. They explore the connection between organizational change, personal learning, and leadership. Dr. Deming moves to the front line at the Powertrain Division, talking with managers, supervisors, and employees about the difficulties and benefits of their new roles in an environment of continual learning. Leaders value the importance of continuing education for everyone including themselves, in areas of personal development as well as in job-related skills.

Vol. 21 – A Theory of a System for Educators and Managers – approx. 32 min.
Dr. Deming and Dr. Russell Ackoff, formerly Silberberg Professor of Systems Sciences and Dean of the Wharton School, University of Pennsylvania, discuss the nature of systems and systems thinking. Systems theory is essential knowledge for managing an organization in a world of change and uncertainty. In the DVD, Dr. Ackoff discusses synthesis as a necessary logic for understanding why a system behaves the way it does. He contrasts synthesis with analysis, which is useful for understanding how an organization and its units operate. Analysis is synonymous with thinking in the traditions of Western cultures.

Vol. 22 – Understanding the Balridge Award – approx. 31 min.
Features a discussion of Dr. Deming's teachings and the Malcolm Baldrige National Quality Award. This discussion includes a review of the Baldrige Award's history, the essential elements of a quality program, and The Deming System of Profound Knowledge®. Deming and Dr. Curt Reimann, Associate Director for Quality of the National Institute of Standards and Technology, discuss the benefits and shortcomings of the award's criteria for diagnostic purposes.

Vol. 23 – Putting Deming and the Baldrige Award Together – approx. 36 min.
Covers the interrelationships of Deming's Fourteen Points For Management and the seven criteria of the Malcolm Baldrige National Quality Award. It points up the value of the Baldrige Award criteria as a diagnostic tool and recommends that organizations adopt a theory of management to guide their improvement efforts.

Vol. 24 – Cultural Transformation: A New Way of Thinking – 29 min.
The Zytec Corporation won the Malcolm Baldrige National Quality Award, on its second try in 1991. This is the story of how a corporate culture was improved by examining old beliefs–or "devils" as they are referred to, and giving them up for new beliefs that make a quality "way of life" possible. In the program, managers and employees explain how they struggled to discard old ideas and learn a new way of thinking. Issues of trust, leadership, eliminating mass inspection, statistical techniques, continual learning, and the satisfactions of the new way of life are among the subjects discussed in this account of personal and organizational transformation.

Vol. 25 – Cultural Transformation: Continual Improvement – 29 min.
Managers and employees at Zytec Corporation describe their seven-year experience of continual improvement practices and the constraints posed by the old system of work. They tell about their efforts to discard performance appraisals, quotas, and incentive awards for the sales force. Company leaders also discuss their perspective on the benefits of the Baldrige competition and the meaning of "continual" improvement in their new culture.

Vol. 26 – A Study in Continual Improvement, Part I – approx. 31 min.
Illustrates how The Deming System of Profound Knowledge® applies to all kinds of organizations, including the healthcare industry. Dr. Paul Batalden, Chairman of the Institute for Healthcare Improvement, along with administrators of Virginia's Reston Hospital Center discuss the importance of viewing an organization as a system and how this leads to cooperation and new knowledge.

Vol. 27 – A Study in Continual Improvement, Part II – approx. 31 min.
In Part II, Dr. Batalden, Chairman of the Institute for Healthcare Improvement and the administrators of the Reston Hospital Center continue their discussion of The Deming System of Profound Knowledge®, including variation, theory of knowledge, and psychology, and how it applies to process improvement initiatives. They discuss Dr. Deming's changes that occur within an organization as people gain experience in working with theory and statistical tools. The Fourteen Points For Management is restated to express its application to a hospital organization. Hospital staff members also discuss their approach to implementing Deming's philosophy and examples of how improvements lead to new knowledge.

Vol. 28 – Implementing Deming: The Case Against Performance Appraisal – approx. 31 min.
Features Peter R. Scholtes, a highly regarded management consultant steeped in the theories and teachings of Dr. Deming, examining the reasons why performance appraisals degrade the morale of employees, fail to provide useful feedback, and allow management only the illusion that it can identify and measure individual effort or performance.

Vol. 29 – Implementing Deming: What To Do Instead of Performance Appraisal – approx. 22 min.
Features Peter R. Scholtes, a management consultant, examining appraisal systems, including why they fail to give direction or motivate people to do a better job. He identifies four objectives of a performance appraisal system, explores the difference between appraisal and guidance, and discusses some alternative methods for meeting these objectives as a way of acknowledging superior performance.

Vol. 30 – Implementing Deming: The Case Against Management by Objective – approx. 29 min.
Features Dr. Brian L. Joiner, CEO of Joiner Associates. He describes Western management practices as a combination of three generations of management: doing it yourself, directing another person, and managing by results–which he states is a subset of management by objectives. Dr. Joiner recommends the "fourth generation of management," which he refers to as "management by method." This management strategy places emphasis on methods as well as results.

Vol. 31 – Implementing Deming: What To Do Instead of Managing by Objective – approx. 27 min.
Features Dr. Joiner, CEO of Joiner Associates discussing the implementation of continual improvement. He begins with Dr. Deming's Fourteen Points For Management and discusses in detail how to use the PDSA Cycle (plan, do, study, act) as the logic for on-going improvement. He recommends that leaders initially select a few key processes for improvement, making sure gather and analyze the appropriate data. Dr. Joiner also summarizes the important differences between MBO and management for continual improvement.