Who is he? American statistician, professor, lecturer, and consultant Lived: Oct. 14, 1900-December 20 1993 Expert in the field of quality control, process control and productivity management Best known for his work in Japan in the 1950’s,
Reinventing Manufacturing inJapan Trained hundreds of engineers, managers, and scholars in statistical process control and quality control Basic concept: Increased quality reduces re-work of products Less re-work means less expenses Less expenses means more market share Helped companies like Toyota make high quality and inexpensive products Led to the massive success of many Japanese manufacturing companies
Deming’s 14 Points ofManagement1. 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 into a product throughout production.4. End the practice of awarding business on the basis of price tag alone; instead, try a long-term relationship based on established loyalty and trust.5. Work to constantly improve quality and productivity.6. Institute on-the-job training.7. Teach and institute leadership to improve all job functions.8. Drive out fear; create trust.9. Strive to reduce intradepartmental conflicts.10. Eliminate exhortations for the work force; instead, focus on the system and morale.11. (a) Eliminate work standard quotas for production. Substitute leadership methods for improvement. (b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes, and how to improve them.12. Remove barriers that rob people of pride of workmanship13. Educate with self-improvement programs.14. Include everyone in the company to accomplish the transformation.
“The aim of leadership should be to improve the performance of man andmachine, to improve quality, to increase output, and simultaneously bring prideof workmanship to the people” –W. Edwards Deming (Out of the Crisis)Looking Closer at the 14 Points Empowering the worker Making them a part of the decision process Giving them small chances to lead Fostering a trusting, safe environment Makes manager “Team-Leader” Manager comes up with vision and strategy, empowers subordinates to fulfill it Manager then has self motivated workers and can focus on quality/process improvement not motivating workers
Deming’s Concept of“Transformed” Managers Deming believed that management in the US needed to be rebuilt from the ground up, and was the reason US was making inferior products Believed ideal managers (leaders) would: Set an example Be a good listener, but will not compromise Continually teach other people Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past
Accomplishments and Awards Awarded Second Order Medal of Sacred Treasure in 1960 by the emperor of Japan for his work in Japan Won the Shewhart Medal for Quality Control in 1956 Won the Samuel S. Wilks Award form the American Statistical Association Now has his own award named after him, the Deming Prize Given to companies for improvement of quality and productivity Revitalized Japan’s post WWII manufacturing capabilities Provided the basis for quality improvement for the next 50 years
A Long Lasting Effect The most prevalent and commonly used idea today is the Deming Cycle Was adapted by Motorola in 1983 to create the Six Sigma business strategy Improves quality by removing causes of defects, and minimizing variability Widely used in manufacturing and service environments such as hospitals today
Question to Class Deming believed that American management needed a complete change in perspective, rebuilding from the bottom up. Do you see the leadership of RPI calling for a redefinition or change of the school’s identity or vision?