...DR. W. EDWARDS DEMING (1900–1993) Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs. When he died in December 1993 at the age of ninety-three, Deming had taught quality and productivity improvement for more than fifty years. His Fourteen Points, System of Profound Knowledge, and teachings on statistical control and process variability are studied by people all over the world. His books include: Out of the Crisis (1986), The New Economics (1993), and Statistical Adjustment of Data (1943). In emphasizing management's responsibility, Deming noted that workers are responsible for 10 to 20 percent of the quality problems in a factory, and that the remaining 80 to 90 percent is under management's control. Workers are responsible for communicating to management the information they possess regarding the system. Deming's approach requires an organization-wide...
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...the Gurus Dr. W. Edwards Deming, was an eminent scholar and teacher in American academia for more than half a century. Edwards Deming guided the rise of the Japanese industry after World War II. His expertise and skill was used to improve the war equipment quality in Japan, while at the same time revitalizing and restoring a Japanese Industry that had been broke down by the World War. He was also known to be best practitioner who device the 14 points in quality improvement. (March, 1986) Leadership roles being very important to Deming he professed 14 pints for managers to incorporate at every level of the organization. He is known for his ratio - Quality is equal to the result of work efforts over the total costs. If a company is to focus on costs, the problem is that costs rise while quality deteriorates. Deming’s quality teachings emphasized system management and quality control through the use of statistical process control charts. While Deming’s theories supported quality control, his 14 points emphasized management’s responsibility for making quality improvements. (March, 1986) Philip Crosby is an American who promoted the phrases “zero defects” and “right first time”. Zero defects doesn’t mean mistakes never happen, rather that there is no allowable number of errors built into a product or process and that you get it right first time. (Crosby, 1989) Crosby also identified a 14-step quality process emphasizing management commitment, his philosophy focused on creating...
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...products and services and they believe there is always room for improvement. However the simplest way of explaining it is ‘meeting customer requirements’ Oakland J. S (1996). We have to therefore look at quality as something good and worth having. To examine quality and how it improves the organisation, we must explore the theorists and their findings. Quality Management was first introduced by the Father of Scientific Management Fredrick Taylor. Until the late 19th century there were little or no principles or theories for management. A manager was of superior importance who told the workers what they wanted done; the worker then went about his duty with little or no training, no motivation and little pay. Everything up until now was made in one unit form, usually from start to finish by the one person (craftsmen). ). From the late 1800’s the Industrial Revolution took hold and with the first production lines were rolling out new and exciting products like Henry Ford and his Model T.It was from this point that it was noticed and that for organisations like Henry Fords, large scale factories with large economic factors a different type of management style and manager was needed. Men like Taylor started exploringways of...
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...Dr. Edward Deming is "the father of Statistical Quality Control, no other individual has had more influence on quality management than him. During WWII Deming taught quality control courses as part of the U.S. national defense, however he realized that teaching only engineers and factory workers would never solve the fundamental quality problems. Japan invited him to teach his theories where Deming preached the importance of top management leadership, customer/supplier partnerships, and continuous improvement in product development and manufacturing. Japan became the world leader in the automobile manufacturing industry shortly thereafter. Subsequently American car manufacturers experienced a decrease in sales. Deming was unknown in the U.S. until 1980, when NBC telecasted a program entitled "If Japan Can... Why Can't We?" The documentary highlighted Deming's contributions in Japan and his work with Nashua Corporation. Don Peterson former CEO of Ford had the opportunity to work with Dr. Deming. Peterson applied Deming’s theory at Ford. In doing so Ford's market share increased in the 1980's and overtook GM in 1988. Peterson was voted America's most effective leader. Peterson credited his success to Ford's quality transformation, prompted by Dr. Deming. Deming’s 14 points can be applied to our daily work to be more successful not only as a company but as individual's as well by getting training to improve our work, working in teams to be more efficient and taking...
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...Quality Management In chapter one W. Edward Deming is the total quality pioneer that defined quality in his present day, which was over 50 years ago, however, his defining elements are basically the quality foundation that is practiced in today’s environment for quality with most major industry leading companies. Deming’s vision and philosophy along with the fundamental elements of quality that he defined made him a successful quality pioneer in the 1950’s. According to Deming he defined quality and its elements through common extractions taken from his quality pioneer book “Out of the Crisis.” Quality and its elements are defined as “A dynamic state associated with products, service, people, processes and environments that meet or exceeds expectations and helps produce superior value.” Deming believed that quality has many different criteria and that the criteria change continually, along with consumers valuing the various criteria differently, which creates the important opportunity to measure and re-measure the preferences of the consumers’ frequently. Deming understands the need to re-define the various and different consumers’ preferences and the need to re-measure them frequently was a unique perspective for his time. This unique perspective made him a quality pioneer and it is also one of the corner stones of the foundations that today’s quality is built upon and used in today’s quality definition. In today’s environment of fierce...
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...Deming's 14 points W Edwards Deming was an American statistician who was credited with the rise of Japan as a manufacturing nation, and with the invention of Total Quality Management (TQM). Deming went to Japan just after the War to help set up a census of the Japanese population. While he was there, he taught 'statistical process control' to Japanese engineers - a set of techniques which allowed them to manufacture high-quality goods without expensive machinery. In 1960 he was awarded a medal by the Japanese Emperor for his services to that country's industry. Deming returned to the US and spent some years in obscurity before the publication of his book "Out of the crisis" in 1982. In this book, Deming set out 14 points which, if applied to US manufacturing industry, would he believed, save the US from industrial doom at the hands of the Japanese. Although Deming does not use the term Total Quality Management in his book, it is credited with launching the movement. Most of the central ideas of TQM are contained in "Out of the crisis". Dr.Deming's famous 14 Points, originally presented in Out of the Crisis, serve as management guidelines. The points cultivate a fertile soil in which a more efficient workplace, higher profits, and increased productivity may grow. 1. Create and communicate to all employees a statement of the aims and purposes of the company. 2. Adapt to the new philosophy of the day; industries and economics are always changing. 3. Build quality...
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...The Deming Prize Trenton D. Merideth Keller Graduate School of Management Masters of Project Management Candidate Quality Award Paper Managing Quality – GM 588 July 24, 2010 Purpose and Background The Deming Prize is one of the foremost notable awards in the world that recognizes companies who have contributed to the development and advancement of Total Quality Management (TQM) throughout their organization. The prize was established in 1951 (some references suggest 1950) in commemoration of the late Dr. William Edwards Deming who contributed significantly to Japan’s proliferation of statistical quality control after World War II.1 In July of 1950, Dr. Deming was invited to Japan by the Union of Japanese Scientists (JUSE) and Engineers to lecture his “Eight Day Course on Quality Control” at the Auditorium of Japan Medical Association in Kanda-Surugadai, Tokyo. In addition to his “Eight Day Course on Quality Control,” Dr. Deming’s taught a “One-Day Course on Quality Control for Top Management.”1 During his stay in Japan, Dr. Deming taught the essential fundamentals of statistical quality control to company executives, managers, engineers and researchers. His theories and teachings of quality control made a tremendous impact on the participants’ and began to form the foundation of Total Quality Management in Japan, which was in its beginning stages. The transcript of the “Eight Day Course on Quality Control” was compiled from stenographic records and distributed...
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...The Deming Cycle By Paul Arveson W. Edwards Deming in the 1950's proposed that business processes should be analyzed and measured to identify sources of variations that cause products to deviate from customer requirements. He recommended that business processes be placed in a continuous feedback loop so that managers can identify and change the parts of the process that need improvements. As a teacher, Deming created a (rather oversimplified) diagram to illustrate this continuous process, commonly known as the PDCA cycle for Plan, Do, Check, Act*: * PLAN: Design or revise business process components to improve results * DO: Implement the plan and measure its performance * CHECK: Assess the measurements and report the results to decision makers * ACT: Decide on changes needed to improve the process Deming's PDCA cycle can be illustrated as follows: Deming's focus was on industrial production processes, and the level of improvements he sought were on the level of production. In the modern post-industrial company, these kinds of improvements are still needed but the real performance drivers often occur on the level of business strategy. Strategic deployment is another process, but it has relatively longer-term variations because large companies cannot change as rapidly as small business units. Still, strategic initiatives can and should be placed in a feedback loop, complete with measurements and planning linked in a PDCA cycle. To illustrate the relationship...
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...Philosophy Similarities Sue A. Reed Grantham University Dr. W. Edwards Deming had a Ph.D. in physics and was trained as a statistician (Evans & Lindsay, 2014). At the end of WW II, Deming worked for the U.S. government and traveled to Japan to help rebuild their economy with his unique style of management (W. Edwards Deming Institute, 2012). The Deming philosophy never defined or described quality precisely. His philosophy focused on continuous improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management (Evans & Lindsay, 2014). Deming also believed that higher quality would lead to higher productivity and would then strengthen competitiveness. Joseph Juran spent most of his time as a corporate industrial engineer and did most of the writing, editing, and publishing of the Quality Control Handbook (Evans & Lindsay, 2014). Like Deming, he taught quality principles to the Japanese and was a principal force in their quality reorganization (Evans & Lindsay, 2014). Juran developed basic steps that companies must take, however he believed there was a point of diminishing return; a point at which quality goes beyond the consumer needs (Reference for Business). This process is called the Pareto Principle, or the Juran 80/20 rule: 80 percent of the trouble comes from 20 percent of the problems (Reference...
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...There are various theories that may be applied to CQI, but there is one pioneer whose theories truly trail blazed a path for others following the study of quality improvement. The pioneer I am referring to is W. Edwards Deming who proposed the Theory of Profound Knowledge. W. Edwards Deming was born in 1900 and was raised on the frontier of Wyoming by his indigent family. He was educated in engineering and physics and also became well versed in statistics. Using his knowledge of statistics, he began to integrate general psychology theories and found new ways to promote positive changes in the workplace. He created his Theory of Profound Knowledge by combining multiple principles of statistical thinking and psychology ("About Dr," n.d.). The Theory of Profound knowledge rests on its four pillars: Systems thinking, Process variation, Theory of knowledge, and Psychology. Deming ties all four of these “schools of thought” together in order to create an incredibly efficient and measurable system to be used by managers in order to improve quality and workmanship in the workplace. “Systems thinking” is an idea that is based on the general principle that it is best to have everything structured, and for every piece of the structure to perform its part or function. It holds that for maximum efficiency and productivity, a system should have sub-systems, all of which will perform different parts while making strides toward completing a common goal (Lighter, 2011). His next pillar, “Process...
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...W. Edwards Deming Quality Culture Mini-Paper IE 361 Dr. Stephen B. Vardeman Maggie Brown Matt Freyer Rod Parayno What follows is a brief look into the story behind and work of William Edwards Deming. Included are a brief summary of his life, his philosophies, and the impact of his efforts. The Life of William Edwards Deming Deming was born on October 14, 1900 in Sioux Falls, Iowa, but spent the majority of his youth in Powell, Wyoming. He was raised on a government granted section of farmland with one brother and two sisters (www.deming.org). The Deming family struggled just to survive. Deming’s parents believed in the importance of an education and stressed this to their children. His mother had studied music and his father, mathematics and law. His mother’s love of music influenced Deming’s interest in music and composition later in life. In 1917, Deming began his own education at University of Wyoming at Laramie. Four years later, he graduated with a degree in electrical engineering. Deming continued with his education, completing his master's degree in mathematics and physics from the University of Colorado, and his PhD in mathematical physics from Yale University (www.deming.org). After receiving his PhD, Deming was offered a position with the Western Electric Company, but decided to pursue work at the Fixed Nitrogen Research Laboratory of the U.S. Department of Agriculture instead. It was there that Deming encountered statistics and probability...
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...Lecture 2 Quality Theory Ming-Hung Shu, Professor Kuas-IE&M 1 Understanding Quality Concepts 3/1/2014 Outline Quality Theory What is Theory? Inductive Reasoning v.s. Deductive Reasoning Leading Contributors to Quality Theory Dodge; Fisher; Shewhart; Deming; Crosby; Juran; Feigenbaum; Ishikawa; Taguchi; Conclusion Quality Management Evolution Lean Six-Sigma Evolution; Holistic Views of Quality Evolution Viewing Quality Theory from a Contingency Perspective Quality Theory Implementation Depends on ambient Environment 2 Understanding Quality Concepts 3/1/2014 Quality Theory Defining Theory Inductive Reasoning v.s. Deductive Reasoning 3 Understanding Quality Concepts 3/1/2014 Defining Theory A coherent group of general propositions used as principles of explanation for a class of phenomena. An example for quality theory Quality Improvement Worker Morale Proposition Explain Phenomena 4 Understanding Quality Concepts 3/1/2014 Induction v.s Deduction Induction Collect data and then find out general phenomena (Chs. 2 and 10) Deduction State hypotheses and assume models, and then collect data to support the statements. (Chs. 11-12) 5 Understanding Quality Concepts 3/1/2014 Leading Contributors to Quality Theory Dodge: AS Fisher: DOE Shehwart: Control Chart Deming: Application Crosby Juran Feigenbaum Ishikawa Taguchi 6 Understanding Quality...
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...referenced: W. Edwards Deming, Philip B. Crosby, and Joseph M. Juran. Throughout the twentieth century, these three men have continuously integrated new systems for improvement in the quality system. The first and probably most well known of these philosophers is W. Edwards Deming. Deming first came into the public eye when he was credited with assisting the Japanese after World War II and helping to elevate the Japanese industry into the forefront of world industry. Deming stresses that the most important part of quality is the role of management. Deming also emphasizes on achieving long term goals through cultural transformation rather then short term needs. Deming’s findings can be viewed best through his “System of Profound Knowledge,” and his “14 Points of Management.” While Deming was continually expanding his research, Philip B. Crosby entered the forefront of quality in the 1970’s. Crosby has been a consulter as well as a trainer for many leaders in the manufacturing industries. Like Deming, Crosby also has a “14-Step Pan for Quality Improvement.” Crosby’s main focus is first evaluate the quality system and make improvements on the current system. Another of Crosby’s main concerns is defects. Crosby emphasizes that the performance standard should be “zero defects.” The most recent of the philosophers is Joseph M. Juran. In the late 1980’s Juran founded an institute to consult and train management in quality. In addition to Deming, Juran also visited...
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...The Deming Approach W. Edward Deming's philosophy is one that focuses on continuous improvement at all levels of an organization for all products and services. The philosophy is articulated in Deming's 14 Points and Seven Deadly Diseases. Deming's philosophy and TQM go hand in hand. You would be hard-pressed to find a TQM implementation that did not have Deming's philosophy as part of its foundation. Deming noted the villain was variation, and variation exists in everything. Our challenge is to identify and reduce variation in order to improve the quality of the items produced or services provided. For years, many struggled with Deming's points. Some complained that many of the points were not realistic, asking, for example, how can you run a business without using numbers? Doing so was just not possible, they said. In his 1993 book, The New Economics for Industry, Government & Education, Deming provided insight into his thinking. In the text is a chapter titled Theory of Profound Knowledge. Here, Deming outlined the basic thinking for creating change. There were some who intuitively understood his theory years before it was published. Those were the people and groups that had been successful in implementing TQM. The changes required to implement Deming's philosophy are not easy and will take time, but the rewards are worth the changes. We only need to look a Toyota to see just what can be accomplished! For many, if not most, U.S. businesses, Deming's ideas are revolutionary...
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...of functions or activities within and organization that work together for the aim of the organization” (Latzko, 1995, p. 35). I at first struggled with the systems concept. Using this approach all components of the system gain and not at a cost to another. With that definition in mind we can apply this thinking to any organization or process. I love the analogy Dr. Deming used by looking at an orchestra as a perfect system. My translation of this analogy is that the sum is greater than the parts. The combined efforts of each member of the orchestra are an outstanding product, beautiful music, regardless of the instrument played. All the orchestra members have the same common purpose (Dr. Deming’s 1st point for management). Thus, providing the orchestra members with fulfillment of doing a good job and the people who get to listen to the fine product are pleased customers. The below flowchart is an example from Dr. Deming’s book of how each area contributes to the overall system. Latzko, 1995, p. 37 In order to apply the systems approach we first need to have the ability to apply what Dr. Deming referred to as The...
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