Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future

In 1962, Karou Ishikawa introduced “quality circles” and offered a course through JUSE. You might think of it as a kaizen continuous-improvement club. Workers whose jobs overlapped would work together to increase productivity flows between each other.

“Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.”

The WHO focused only on the immediate problem and failed to consider how one “solution” might trigger a chain reaction. They failed to see the whole system. This is exactly what I meant earlier about Profound Knowledge: profound change requires Profound Knowledge, and one of the tenets of Profound Knowledge is systems thinking, an ability to see th

Shannon Lietz, the person who coined DevSecOps. She says security needs to be designed into an organization’s systems—not something that gets bolted on after the fact. It must be a shared mindset between software developers, operations people, compliance professionals, and security scientists.

Inspecting a product once it’s built doesn’t improve its quality. Inspection merely discovers a lack of quality. Quality isn’t something to be added at the end but to be designed into the product from the get-go. Deming said quality isn’t so much about improving the product as it is about improving the process.

“Institute training on the job.”

Shannon Lietz, the person who coined DevSecOps. She says security needs to be designed into an organization’s systems—not something that gets bolted on after the fact. It must be a shared mindset between software developers, operations people, compliance professionals, and security scientists.

The goal, then, should be to understand variation and, more importantly, to differentiate between the two types of variation. One kind is predictable and can be planned for. The other kind can’t be predicted. Sometimes it can be addressed, but some events are “black swans,” freak occurrences that may never happen again. The key is understanding the

The WHO focused only on the immediate problem and failed to consider how one “solution” might trigger a chain reaction. They failed to see the whole system. This is exactly what I meant earlier about Profound Knowledge: profound change requires Profound Knowledge, and one of the tenets of Profound Knowledge is systems thinking, an ability to see th