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94 PCB007 MAGAZINE I AUGUST 2023 with Blue Origin now. He is one of the best mod- ern Deming thinkers that I can think of, who actu- ally helps you understand him. My own epiph- any when I met Bill was that I finally understood where Deming was taking me, and that I actually had to transform. Bill uses the expression, "You can know as much as there is to know about ice, but still know nothing about water." As I said, it's risky. What you're doing inside of the organization is weird, right? You're actu- ally discarding some of your natural inclina- tions and behaviors. When you walk through the factory door, you suddenly treat everything differently. And Deming is trying to reveal— reflect back to you—that you should resist the inclination to overthink it. You just do it. Shaughnessy: This has been great, Tim. Thanks so much for your time. ank you all. I can always talk about strategy and Deming. PCB007 actually sit through a four-day seminar anymore. For example, e Deming Insti- tute has just launched a new educational platform called Deming Next. You can go through and learn the individual modules and they're low time commitments, so that you can begin changing your thinking about your thinking. But the transformation has to begin with the managers, because they're the ones who can enact the most change within the company. Shaughnessy: Some people may think that Deming is kind of abstract, but it sounds like there's a lot of practical information in his teachings. Sure. You know, when you first start under- standing Deming, it feels like you're going into the void. It's very risky. One person who helped me is a mentor of mine, Dr. Bill Bellows. He's a mechanical engineer by trade, and he's working RELATED VIDEO: Why Deming, Why Now? Is Deming still relevant for modern companies? Why?