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Hi, this is Mike Raven. 
Welcome to lean blog audio 

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episode 47. 
This post was from April 23rd, 

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2015, and it's titled throwback,
Thursday. 

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Dr. Demings last interview and 
Jack Welch's thoughts on him. 

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So one of the many things I 
admire about W Edwards Deming is

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how hard he worked into his 90s.
He must have had pride and joy 

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in his own work as he would have
wanted others to have and I 

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learned from an industry week. 
Peace. 

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I've linked to in the post at 
lean blog dot org, slash audio 

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47 I learned that dr. 
Deming was teaching seminars up 

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until two weeks before his death
at age, 93 now, industry week 

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was kind enough to share doctor 
demings last interview that was 

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originally published in 1994 on 
their website in three parts. 

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And again, I've linked to those 
in the post. 

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Here's a few highlights from the
interview on Innovation industry

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week. 
Ask. 

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Dr. Deming what then is the 
source of innovation Ation, and 

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dr. 
Deming said, the source of 

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innovation is freedom. 
We all have new knowledge 

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invention. 
It comes from Freedom. 

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Somebody responsible only to 
himself has the heaviest 

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responsibility. 
You cannot plan to make a 

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discovery Irving langmuir said, 
discoveries and new knowledge 

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come from Freedom. 
When somebody is responsible, 

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only to himself, has only 
himself to satisfy. 

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Then you'll have invention new 
thought, new product, new 

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design, new ideas. 
So industry week, ask, how does 

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a company, a research manager, a
manager of people create an 

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environment where there's 
freedom in. 

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Dr. Deming said give people a 
chance to make use of their 

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diverse abilities capabilities, 
Family Life Education, hopes 

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help them to accomplish their 
aim and on performance, reviews,

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enjoy and work industry week 
asked, what is the alternative 

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to Performance appraisals? 
And dr. 

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Deming said the alternative is 
Joy on the job to have it 

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people. 
Understand what their jobs are. 

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How their work fits in. 
How they could contribute. 

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Why am I doing this? 
Whom do? 

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I depend on? 
Who depends on me? 

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Very few people have the 
privilege to understand those 

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things management. 
Does not tell them. 

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The boss does not. 
Tell them, he does not know what

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his job is. 
How could he know when people 

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understand what their jobs are, 
then? 

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They made take joy in their 
work. 

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Otherwise, I think they cannot 
so today. 

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Dr. Sam kolbert from UCLA 
continues. 

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This fight. 
And if you'd like to Listen to 

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my podcast with him on, get rid 
of the performance review a 

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book. 
He wrote you can go to lean blog

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dot org slash 117. 
So back to Industry week on 

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baldrige. 
They asked what about the 

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Malcolm baldrige? 
National Quality award and 

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companies striving for the 
award. 

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Does that equate to being on a 
mission to improve quality? 

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Dr. Deming said no. 
Nothing could be worse. 

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The evil effect of the baldrige.
Guidelines on American Business 

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can never be managed if you had 
the baldrige guidelines in front

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of you, you would I'd see it 
asks for data figures on, what 

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cannot be measured the effect of
training. 

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For example, you may spend 
twenty thousand dollars to train

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six people in a skill that 
benefit will come in. 

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The future will never be able to
measure that benefit. 

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Never. 
So, why do we spend that money 

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for training answers are Guided 
by Theory? 

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We believe that the training 
will have its effect on future 

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output. 
And then we cannot measure that 

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effect. 
We believe that it's positive. 

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In other words. 
We govern our actions, our life 

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by Theory. 
That's good. 

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About Theory we learn nothing 
theory. 

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Has temporal spread that is the 
theory that we can hold onto 

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must fit without failure events 
of the past and predict events 

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of the future. 
And on Business Schools. 

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They asked where our American 
Business Schools, falling short 

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in design of their curriculum. 
The things that they are 

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teaching, dr. 
Deming said, I'm afraid that 

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what they teach is continuance 
of a present methods of 

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management which are failures. 
They teach how to fail how to 

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continue to fail. 
Fail, so industry weak-ass. 

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What? 
Should they be teaching? 

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And dr. 
Deming said, I think the 

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teaching ought to be on how to 
improve Improvement 

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understanding of people 
understanding of product. 

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In other words. 
It would require what I call 

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profound knowledge of which I 
mean a view from the outside. 

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So moving away from dr. 
Demings comments here. 

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I'll I talked last week was John
Dyer. 

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He's an industry week columnist 
to got to work with. 

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Dr. Deming a bit through GE and 
their picture together in his 

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Twitter profile, which again, of
linked to. 

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In the post, John told stories 
about how some parts are GE were

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trying to learn from. 
Dr. Deming, during the Jack 

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Welch era. 
And, you know, coincidentally 

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recently, when I was 
researching, some origins of Six

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Sigma. 
I accidentally discovered that 

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Jack Welch wrote about Dr. 
Deming in his book, straight 

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from the gut, and in Jack, or 
his ghost writer wrote. 

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The Following quote. 
In the early 1990s. 

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We flirted with a Deming 
program. 

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In our aircraft engine business.
I didn't buy it as a 

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company-wide initiative because 
I thought it was too theoretical

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end of quote. 
So he said.he said, demings 

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ideas were too theoretical. 
Hmm. 

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It's probably more like, Jack 
disagreed with most of demings 

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14 points, Jack Welch, loved 
performance of appraisal among 

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other things. 
And I'm not sure what a Deming 

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program quote-unquote is, any 
more than I know what a lean 

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program is sometimes either 
adopt a new philosophy and the 

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new approach or not GE for the 
most part didn't most 

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organizations haven't as well. 
So if you like this post, you 

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