So Balaji, take it away.

Right.

So good morning, Andrew.

So I think in the last couple of times we were together, we've spoken about point number one.

I think the first thing I did say is that this is an entire system.

So we can't isolate them, but he gave it some sequence and he gave it some structure.

Is there disturbance? Is that getting recorded? No problem.

So

chicken in that picture.

Oh, yeah.

Yeah.

There was Joyce or Siri too there.

It was nice to see the whole, you know, the Jing Bang gang as they called it.

The Cosmos Club.

But wonderful.

Right.

Take it away, Balaji.

Thank you.

Thank you, Andrew.

So the last time we spoke, uh, we had discussed all the four sciences that Dr. Deming put together.

In a nutshell, we said, uh, his words, appreciation for a system.

That means appreciating that, uh, that there are no events, there are eventualities, and there is a huge myriad or a huge system, uh, of myriad components that create these outcomes.

So we need to understand that.

Hmm.

Take it away.

Well, thank you.

Good morning, Andrew.

and it's great to continue our series.

So the last time we met, we had begun with the profound knowledge where we said that Dr. Deming brought together four seemingly disconnected sciences, He never invented any single one of them, but he saw the connections and he created what you could say is a bootstrap theory of management, if I may say so.

A very all-encompassing view of things happening around you.

That's why he had no other word to describe it except profound, because you see things that you normally would not see.

you know

you have, you know, given your precision.

Yeah, to see things that you normally would not see, let me attribute this to Henry Neve, who said that he heard Deming say this during his last speech three or four seminars in England, right? In Britain, rather.

Yeah, I think it was mostly in England.

And he said, when he heard him say that, he said, I am not here to teach you anything new.

I'm here to make you see things that you normally would not see.

And I would like to just expand on that and say, when you see things differently, obviously, you observe, you record different things.

And when you record different things, you ask different questions.

in

them

and understand what makes them tick.

So he says the better practice is to abolish the very system and manage the company as a system.

The function of every component, every division under good management contributes towards optimization of the system.

That is It's not compromise.

It's optimize.

We don't say either or.

We have new knowledge.

Balaji, take it away.

Good morning.

Thank you so much, Andrew.

And we had... left our last session with that, that we'd be dealing with this.

And of course, Dr. Deming gave us the outline of profound knowledge, and he gave us 14 points.

He also gave us the deadly diseases and the 16 obstacles.

So people often talk about the diseases, but very often they forget the obstacles, and there are 16 of them, which he highlighted for us.

Okay.