...Dr. W. Edwards Deming, who believed that improved quality increases productivity and worker morale, revolutionized excellence in the Japanese production process and, thereby, guaranteed Japan a world-class reputation. He gave credence to the philosophy of TQM (Total Quality Management), meaning that defects could be reduced and quality be attained by “getting it right the first time” (Rowen). Deming began his career as a statistician and was recruited during World War II to assist with quality control for U.S. war materials. After the war, he was rejected by corporate America, so he accepted Japan’s invitation to help them change their reputation from one of cheap products to producing innovative quality products (Cohen x). Deming advised the Japanese to maintain high quality control principles, rather than copy from the American system. He believed that American industries had become lazy, and that they had incorrectly surmised that customers wanted cheap prices, rather than quality goods. According to Deming, the Americans failed to realize that by presenting an improved product, customers could attain cheap prices and a durable good at the same time. Currently, the Japanese are focused on and are known for producing excellent products. The car industry is one example. Toyota, Nissan, and other Japanese car companies are producing high quality cars at relatively cheaper prices than the U.S. brand cars. Many times, if a Japanese car is more expensive than a U.S. model, customers...
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...Deming vs. Crosby The act of overseeing all activities and tasks needed to maintain a desired level of excellence is the meaning of quality but no one person has pioneered the meaning of quality more than Philip Crosby and Edward Deming. Organizations of all types, sizes, and demography put a huge amount of time, effort, and money into quality in order to improve their competitive advantage. They also know that nothing can improve their overall productivity while reducing their operating cost if they don’t have a solid quality management process in place. Philip Crosby and Edward Deming are two experts who transcended the word “Quality” and brought it not only to US based companies but, also other companies that operate in the global marketplace. In summarizing and comparing Deming and Crosby’s contrasting strategies for quality management you will find that although being from two different genres, their intrinsic meaning and approach to quality management was quite similar. DEMING The fundamental point in Deming’s theory is basically “The Customer is King” and is the most important part of the production system and value chain. Deming’s approach was simple and didn’t require a lot of thought. The customer should be the most essential point of focus for any business, besides if there was no customer, there would be really no reason for the business to produce a product or service. This type of focus would spawn a very important question to an organization and...
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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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...The Deming Prize Keller Graduate School of Management GM588 Managing Quality; Spring 2010; Session B May 2010 Purpose and Background Following World War II Japan had a lot of catching up to do with the rest of the world. Their manufacturing had been largely based on copying other’s technology and the war had cut them off from outside sources for several years. In 1946 the Union of Japanese Scientists and Engineers (JUSE) was founded thus starting the quality movement in Japan. They invited Dr. W. Edwards Deming to come and give a series of lectures on Statistical Process Control in 1950. His teachings made a profound impact on Japanese industry and his philosophies continue to have an impact today. A transcript was made of his eight day lecture series, “Dr. Deming’s Lecture on Statistical Control of Quality,” and was subsequently distributed by JUSE for a charge. Dr. Deming then donated his royalties back to JUSE. In appreciation of this the Deming Prize was founded to commemorate Dr. Deming. Categories of the Deming Prize There are three categories of the Deming Prize; The Deming Prize for Individuals, The Deming Application Prize, and The Deming Distinguished Service Award for Dissemination and Promotion. The Deming Prize for Individuals The Deming Prize for Individuals is given to individuals or groups “who have made outstanding contributions to the study of Total Quality Management (TQM) or statistical methods used for TQM, or those who have made outstanding...
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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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...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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...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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...Deming and His Theory The concept of quality has never been the same since William Edwards Deming appeared. This remarkable man is known as the most influent guru of quality management. Deming was born in October 14, 1900 at Sioux City, Iowa, The United States. He was an electrical engineer, an excellent statistician, professor, author, lecturer, and management consultant. (Wikipedia. n.d) One day he said: “It is not enough to do your best; you must know what to do, and then do your best.” (izquotes. n.d.) The previously mentioned quote introduced one of the most important views from Deming: Why do people lose a lot of time doing wrong work? If they lose time, they will lose money. The cost of quality depends on doing correct work at the first time. Now, I will present the three important parts of Deming’s life that caught my attention: his philosophy, the 14 Points, and the System of Profound Knowledge. Deming’s philosophy is based in the importance of statistical quality control and it consists in continuous improvements in product development and manufacturing processes. (Evans & Lindsay, 2008) Utilizing these thoughts, products and services will reduce the variation in design, manufacturing, and services. Consequently, the costs will decrease because of less rework and waste, fewer mistakes and delays, increased capacity, and improved utilization of resources. (Wikipedia. n.d.) Also, it is important to see the production as a whole system, where everyone works together for...
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...The Battle of the Gurus The Battle of 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...
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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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...30 Years Later Deming's 14 Points Still Relevant and Needed QAS 511 Professor William Trappen 03/27/2012 30 Years Later Deming's 14 Points Still Relevant and Needed W. Edward Deming is one of the founding fathers of quality philosophy. Along with Juran, Cosby, Feigenbaum, Ishikawa, and Taguchi Deming help shaped the way businesses look at and think about quality. While Deming did not use the term Total Quality Management (TQM) in his book he is generally credited with founding the TQM movement and most of the modern TQM principles are contained in Out of the Crisis (Cohen, para. 3). Thirty years after being originally published in Out of the Crisis Deming's 14-points are still guiding and driving quality efforts in America. Deming first laid out his 14 points in Out of the Crisis (p. 23-24). Since then they have become a standard for quality professionals. Point number one, “Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business and to provide jobs”, (Deming 1982 pg 23). This point can be seen in many companies today. With the rise of ISO-9000 many companies have adopted a focus on quality and improvement. Almost every ISO compliant business has a quality policy and those mostly focus on improvement of quality and/or service. Virtually all companies strive to be more competitive and wish to stay in business. The piece of this point that many companies...
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...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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...Q 1 : Deming (Extract from "Out of Crisis"). "Eliminate : a) Work standards (quotas ), numbers and numerical goals to factory floor. b) Management by Objectives, substitute with leadership . Ans : Nearly 30 years ago, W. Edwards Deming gave us his 14 Points for management regarding how Western management must change. His 11th point was actually two points: I) Eliminate work standards (quotas)on the factory floor. Eliminate management by numbers, numerical goals. II) Eliminate management by objective. Substitute leadership. Deming’s principles have enduring permanent value. They are probably more important today than when he spoke of these principles back in the 1980s. The two business practices of quotas and performance appraisals continue to destroy employees overall and affect costs, productivity, and quality negatively. We can’t afford to keep managing our companies stupidly if we are going to remain competitive. a) Quotas can be appropriately used to ensure pricing structure and other items reflect practices. They aren't only used for browbeating or enabling laziness. Both quotas and objectives can be positive when used within the context of proper leadership. There is always more than one way to get things done. Commit and lead after you make good choices and your odds of success are greater. You can't look at tools as bad or wrong without some context of how they are used. Deming is not telling us to manage...
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...W. Edwards Deming- A Total Quality Pioneer Bernadette Candelario Mgt/449 February 19, 2010 Prof. Lindsay W. Edwards Deming- A Total Quality Pioneer Deming was a quality pioneer in the United States. He created a business philosophy and used 14 points to summarize it. He was the father of quality evolution. This paper will show the following: • Quality and its elements • How Deming’s use of quality and its elements made him successful. • Why the elements of quality are useful in today’s environment. • What I foresee about the future of quality Definition of quality According to Qualitydigest.com, “Quality is the ongoing process of building and sustaining relationships by assessing, anticipating, and fulfilling stated and implied needs.” In a nutshell it is providing the customer with the quality that was promised. Every thing purchased has a specific task it is supposed to achieve. If we buy whitening toothpaste, we expect it to whiten our teeth by the time we finish the tube. If this doesn’t happen then we would probably think that the quality is not good because it didn’t accomplish what it stated on the packaging. Elements of Quality This consists of the components of doing business. It means strategizing, focusing on the customer, how businesses should be obsessing over quality, and scientific approaches to measure improvements...
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