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, uh, Andrew.

Uh, and, uh, it's great to, uh, continue our series.

Uh, so the last time we met, uh, we had begun with the profound knowledge, uh, where we said that Dr. Deming brought together four seemingly disconnected sciences.

Uh, 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.

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

[laughs]

... given your precision.

[laughs] Yeah.

Uh, the, the, to see things that you normally would not see, this...

Let me attribute this to, uh, to Henry Neave, who said that he heard Deming say this during his last 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, uh, the, the...

Mm.

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.

happen.

And then when World War II ended, when they suddenly realized that they were in an enviable position of no supply but a lot of demand, the focus shifted from quality to quantity.

And that is where the American industry made a mistake.

And Deming tried his best to speak to the top people, sorry, not to the top people, to the people, and they wouldn't listen.

They said, we'd like it.

We'd like what you taught us, but you've got better things to do.

We have to make numbers and it's no longer this and this takes time.

Okay, okay, all right.

Mm.

And we all know now, you know, it's, it sounded very pompous to begin with when you hear profound, and then you say, wait a minute.

When you start getting into it, you say, he's right.

There's no other word to describe this.

It is profound.

So what, what exactly is profound knowledge, right? Now, it's a different way of looking at things around you, and especially he designed this or he created this for man-made systems, uh, organizations that you and I work in, uh, helping us to look at things differently, right? And that's why you said it's a different lens.

And when you see things differently, you ask different questions, right? When you ask different questions, you get different answers.

What would you like to, them to take away from this?