Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2xmtthO. Ben Rockwood talks about Dr. Deming’s four simple ideas known as the System of Profound Knowledge, a modern system that sets forth a pattern of thinking that the society is still trying to fully implement. He urges people not to try to imitate LEAN Practices and instead learn from the underlying ideas themselves to improve the way they learn, lead, and operate. Filmed at qconsf.com. Ben Rockwood is VP, Production Engineering at Packet. At Packet he's driving the development of the Bare Metal Cloud with an emphasis on Edge deployments to put computing power in more places than it's ever been before to meet the needs of the next wave of applications.

1. DEMING’S SYSTEM OF
PROFOUND KNOWLEDGE
BEN ROCKWOOD
VP, SITE ENGINEERING
PACKET

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Watch the video with slide
synchronization on InfoQ.com!
https://www.infoq.com/presentations/
system-profound-knowledge/

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Strategy
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Highlights
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Presented at QCon San Francisco
www.qconsf.com

4. ONCE UPON A TIME

5. INTERPRETING THE PAST

6. PRAGMATISM
CHARLES SANDERS PEIRCE,
WILLIAM JAMES,
JOHN DEWEY

7. PRAGMATISM: THEORY OF KNOWLEDGE
▸ Good
▸ Separation of the philosophical from the practical
▸ Breaking down of the Platonic forms of the ideal
▸ Bad
▸ People value ideological beliefs
▸ Tends towards a dehumanizing Utilitarianism

8. SCIENTIFIC
MANAGEMENT IS BORN
1911

9. TAYLORISM: MEASURE THINGS
▸ Good:
▸ Increased productivity
▸ Increase earnings
▸ Reduction of injuries
▸ Bad:
▸ Prescriptive
▸ Denies personal agency
▸ Dehumanizing

10. STATISTICAL
PROCESS CONTROL
WALTER SHEWHART

11. STATISTICAL PROCESS CONTROL: MANAGE VARIATION
▸ Good:
▸ Data driven decisions
▸ Increased consistency by controlling variation
▸ Increase quality and reliability
▸ Bad:
▸ Business by the numbers
▸ Further challenges personal agency
▸ SPC without context can lead to incorrect conclusions

12. MODERN TIMES (1936)

13. PSYCHOLOGY
JUNG, MASLOW,
ET AL.

15. DEMING GOES
TO JAPAN
W. EDWARDS DEMING

16. TOYOTA PRODUCTION
SYSTEM
TAIICHI OHO

17. 1973 OIL CRISIS
OIL PRICE INCREASES
BY 400%

18. AMERICA LOOKS TO
JAPAN FOR ANSWERS
W. EDWARDS DEMING

19. 14 POINTS OF MANAGEMENT
▸ Create constancy of purpose for improving products and services.
▸ Adopt the new philosophy.
▸ Cease dependence on inspection to achieve quality.
▸ End the practice of awarding business on price alone; instead, minimize
total cost by working with a single supplier.
▸ Improve constantly and forever every process for planning, production
and service.
▸ Institute training on the job.
▸ Adopt and institute leadership.

20. 14 POINTS OF MANAGEMENT
▸ Drive out fear.
▸ Break down barriers between staff areas.
▸ Eliminate slogans, exhortations and targets for the workforce.
▸ Eliminate numerical quotas for the workforce and numerical goals for
management.
▸ Remove barriers that rob people of pride of workmanship, and eliminate the
annual rating or merit system.
▸ Institute a vigorous program of education and self-improvement for everyone.
▸ Put everybody in the company to work accomplishing the transformation.

21. LEAN IS BORN
WOMACK, ET AL. 1991

22. NECESSITY IS THE MOTHER OF INVENTION

23. LEAN MISSES THE POINT

24. ADAPT, DON’T JUST ADOPT
STOP CARGO CULTING

25. THE ANSWERS ARE WITHIN
YOUR ORGANIZATION
RIGHT NOW

26. THE SYSTEM OF PROFOUND KNOWLEDGE
▸ Appreciation of a System
▸ Knowledge of Variation
▸ Theory of Knowledge
▸ Psychology

27. APPLY THE LENS
SYSTEMS
KNOWLEDGEVARIATION
PSYCHOLOGY

28. QUESTIONS
APPRECIATION OF A SYSTEM
▸ What does X interact with?
▸ Are there feedback relationships between them?
▸ Can a failure in X impact Y?
▸ What stakeholders are involved?
▸ What constraints exist?

29. QUESTIONS
KNOWLEDGE
▸ Why do we believe X is so?
▸ What is it we actually are doing and what do we really
want? (Current and Future State)
▸ What has caused it to be this way?
▸ How can we experiment with solutions and alternatives?
▸ How will we know we have accomplished our goal?
▸ What will we do with this new knowledge?

30. QUESTIONS
VARIATION
▸ What does “normal” look like?
▸ How much variance is acceptable?
▸ What should be done in the event of special cause
variation?
▸ How do we avoid over-reacting to normal oscillation?

31. QUESTIONS
PSYCHOLOGY
▸ Does this empower humans?
▸ How do humans feel about this?
▸ How can humans use intuition to adapt the process to fit
changing situations?
▸ Is there broad consensus?
▸ We we have a shared vision?

32. INVOLVE EVERYONE

33. APPLY THE LENS
SYSTEMS
KNOWLEDGEVARIATION
PSYCHOLOGY

34. 14 POINTS OF MANAGEMENT
▸ Create constancy of purpose for improving products and services.
▸ Adopt the new philosophy.
▸ Cease dependence on inspection to achieve quality.
▸ End the practice of awarding business on price alone; instead, minimize
total cost by working with a single supplier.
▸ Improve constantly and forever every process for planning, production
and service.
▸ Institute training on the job.
▸ Adopt and institute leadership.

35. 14 POINTS OF MANAGEMENT
▸ Drive out fear.
▸ Break down barriers between staff areas.
▸ Eliminate slogans, exhortations and targets for the workforce.
▸ Eliminate numerical quotas for the workforce and numerical goals for
management.
▸ Remove barriers that rob people of pride of workmanship, and eliminate the
annual rating or merit system.
▸ Institute a vigorous program of education and self-improvement for everyone.
▸ Put everybody in the company to work accomplishing the transformation.

36. THANK YOU.
SYSTEMS
KNOWLEDGEVARIATION
PSYCHOLOGY
BEN ROCKWOOD
VP, SITE ENGINEERING
PACKET

37. Watch the video with slide
synchronization on InfoQ.com!
https://www.infoq.com/presentations/
system-profound-knowledge/