
62 • e Process Mind
the variances with a problem-solving discipline. It became known as the
Deming Circle of Plan, Do, Check, Act/Adjust (Figure3.6). His System
of Profound Knowledge suggested that management must understand
the overall processes involving suppliers, producers, and customers, and
the range and causes of variation in those processes. It meant that busi-
ness managers and leaders must undergo a profound transformation that
breaks down barriers in our organizations and sees every activity and every
job as part of a process. Deming believed in transformational learning,
which he described as creating a shi in context, a shi f ...