Deming was instrumental in advancing our understanding of improvement methods and the tools of analysis. But using Deming's 14 Points, this article points out that 11 of the 14 Points are related to "people and leadership" and not data.

Advocates of Deming often focus on the data side of Deming's philosophy and often misunderstand or ignore the "people side" of his philosophy that is so often quoted by practitioners and students of Deming.

Deming's 14 points and the ones that are "people-driven" and "leadership-driven": (NOTE: The 11 Points Related To The "People-Side Of Change/Lean/ CI Are Highlighted In BOLD Below)

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. 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.

While "data" and "information" are necessary in order to help achieve the goals outlined on the "people" and "leadership" side of change, lean, six sigma, TPS; Deming was prescient in is understanding of the importance of the "people side" and "leadership side" of change/lean/ six sigma/ TPS. Toyoda, Ohno and Shingo were prescient before and at the same time as as Deming. Yet as the movements progress onward to today, many have become too heavily focused on the "data" and "information" driven aspects of Deming; Toyoda; Ohno; Shingo; and almost totally fail to recognize that the "people side" and the "leadership side" are more critical to achieving long-term success of any change initiative. The "data" and "information" sides of change initiatives are important as well, they do need to take a back seat to the "people side" and "leadership" sides.

I often look at how Masaaki Imai applies the principles, values of lean/change/TPS/CI to his approach with great success. He uses data and information; teaches others through training, hands-on exposure that reinforces that simplicity of many of the aspects of Lean/Change/CI/TPS. However, he heavily emphasizes that importance of going right to where the value is added and seeing what is happening; kaizen as quickly as possible, and follow-up regularly to ensure that the changes are actually implemented. If not, then immediate analysis and discussion mostly occurs where the value is being added, and includes the team member(s); team leaders; managers, and any other appropriate supporting individuals.

Imai's approach, if it was actually a common practice among Lean/CI/TPS/Change initiatives, would be a much more effective way to achieve long-lasting goals and successes than focusing too heavily on "data" and "information". The "Old Masters" understood this and they practiced or are practicing this "ground level" "hands-on" approach to Lean/CI/Six Sigma/TPS. Why more practitioners and leaders don't utilize this effective approach entirely escapes me. If 70%+ of all change/lean/six sigma/TPS initiatives fail, why would so many continue to "follow the crowd' and go down the same path that likely increases one's chances of failure versus success? Many Lean/CI/Six Sigma/TPS practitioners; teachers and trainers; and leaders embrace what they read or are told what is successful, rather than breaking from the crowd, finding their own path, or someone who can show and lead them down the right path.

The "Leadership" side of all these initiatives have finally come to the forefront after a decade or more of advocacy. However, in real-world practice, the :people side" and the "leadership side" are too often ignored or poorly practiced, to the detriment of the organization and its people.

Its time to change our approach if we want to improve our success ratio!!