Deming prize


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  • Title page of the Deming Prize Power Point presentation by Rey Jorelle Nalunat and Wynona L. Siriban
  • This slide is the outline of what will be covered when I explain what the Deming Prize is along with its history and purpose,
  • Deming was one of the worlds leaders and experts in quality control. He had a strong impact on the American and Japanese industries. He was sent to Japan after World War II to work on a population census. His impact on Japanese industries were so strong that his lectures are still being used to train employees.
  • His ideas on Quality are continuous improvements. That you cannot make one change and expect it to last and serve great results. Improving quality within an organization will improve productions over a long span of time but at the same time, improvements must be made.
  • Dr Deming was in Japan giving a eight day lecture on quality control to mangers and other employees of Japanese organizations. The lectures were put into print and sold. Those profits made from the notes of the lecture were donated to Japanese Union of Scientists and Engineers (JUSE) from Dr. Deming
  • Koyanagi use those funds from Dr. Deming to establish the Deming Prize for quality control as a way of thanking Dr. Deming
  • The Deming Prize was established as appreciation to all Dr. Deming has done for the Japanese industry and to drive quality control. By having a high standard prize out there for recognition of your work in quality control, it would bring out competition in companies to try to receive the award and as well and improving quality.
  • These are categories of the Deming Prize and what is believed as necessary for receiving the award. This information was obtained by Managing Quality : An integrative approach by Foster, P. 81-83 Purpose: What the purpose and mission of the organization is; short and long term. Maintain consistency and follow through Organizations and operations: How smoothly an organization controls communication, effective use of employees, and clear authority Collecting and using information Information flow, processing, and documentation Analysis Being able to find problems within, and how the correct such problems. And again, docmentation. Planning for future Long term plans of improvement that were looked over carefully and planned for the current situations of the firm Education and training Looks at an organization’s way of dealing with the training of employees. What plans are made and how it is implemented Quality Assurance How products are services are designed. How is the quality of the good or service and the safety. Will consumers be content? Quality effects Documentation of how the plans for quality improvement has effected the firm. Standardization Setting a standard and how standards are controlled and monitored Control How they use uality control, what they use, and level of control at the firm
  • This compares the three quality awards, baldrige award, deming award, and the european awards. Awards are given based on different accomplishments determined by the awards.
  • Outline of the qualifications for the Deming prize
  • Individuals are able to received the Deming Prize unlike other quality awards such as the Badlrige Award. The deadline for application is July 31 st every year for the individual Deming Prizes. Prizes are given to those individuals with great accomplishments in Total Quality Management.
  • The Deming Application Prize is the prize that is given to companies that have accomplished in improving itself through TQM. This award is also given on an annual basis. Every industry type is able to qualify. Public or private firms, no matter the size is able to qualify. The Deming Application Prize can also be given to a division of a company if that division works as an entity of its own.
  • Examination viewpoints for Deming Application Prize 1. How effectively is total quality management implemented in the firm. How is the quality of its products and and services? 2. The firm should not have unnecessary rules or regulations. It would be a waste of time and effort. The firm should concentrate on TQM for most effectiveness. 3. Using TQM is what would result in more points for the prize rather than how fancy or high tech the company’s statistical methods. 4. The examiner should be looking at the production and non-production parts of the firm the same way. How effective it is, does it use TQM, and no waste of time and effort.
  • Examiner conducts an examination based on those viewpoints on a 100 point scale. The company must score 70% or higher for it’s executive division, 50% for other divisions, and the company average must be 70%.
  • The viewpoints that are contained in the next slide(s) are obtained directly from JUSE. JUSE, with consent, allowed terms of winning the Deming Prize to be posted online at
  • The examiner uses these viewpoints to decide whether the firm deserves the Deming prize. The first viewpoint is that the company has good leadership and management Also for the company type, size, and current situation, the applicant company has used methods of statistical control and TQM that are more than ordinary and serve the customers well.
  • 2. Total quality management be implemented properly to achieve the mission of the company and using strategic methods 3. Results from #2 be impressive enough and also in the manners discussed in #1
  • Since the establishment of the Deming Prize by the JUSE, winners have been predominantly Japanese individuals and firms. Actually, from data as of 1999, Deming Individual Prize winners are Japanese. Only until recently has the Deming Application Prize been awarded to U.S. firms. Deming wanted U.S. firms to improve in quality control to challenge the Japanese industry.
  • Summary of major points.
  • Deming prize

    1. 1. The Deming Prize Rey Jorelle Nalunat Wynona L. Siriban
    2. 2. What is the Deming Prize? <ul><li>Who was W. Edwards Deming? </li></ul><ul><li>History of the Deming Prize? </li></ul>
    3. 3. Who was Dr. W. Edwards Deming? <ul><li>Dr. William Edwards Deming was one of the world’s leaders of Quality management. </li></ul><ul><li>Had great impact on American and Japanese industries. </li></ul>
    4. 4. Who was Dr. W. Edwards Deming? <ul><li>Based ideas on continuous improvement </li></ul><ul><li>1900 - 1994 </li></ul>
    5. 5. History <ul><li>Dr. Deming was in Japan giving lectures on statistical process control and was recorded for distribution and profit. Funds were donated to JUSE </li></ul>
    6. 6. History <ul><li>Kenichi Koyanagi, the managing director of the Japanese Union of Scientists and Engineers (JUSE), used those funds to create the Deming prize to individuals or organizations in 1951. </li></ul>
    7. 7. History <ul><li>The purpose of the Deming Prize was to recognize those who excelled in quality control and as a way of driving quality control. It was also established to thank Dr. Deming for his accomplishments and impact in the Japanese industry. </li></ul>
    8. 8. Deming Prize <ul><li>Policy </li></ul><ul><li>Organization and operations </li></ul><ul><li>Collection and use of information </li></ul><ul><li>Analysis </li></ul><ul><li>Planning for future </li></ul><ul><li>Education and training </li></ul><ul><li>Quality assurance </li></ul><ul><li>Quality effects </li></ul><ul><li>Standardization </li></ul><ul><li>Control </li></ul>Concentrates on :
    9. 9. Differences <ul><li>Baldrige Award concentrates more on customers and human resource </li></ul><ul><li>European Quality Award more on satisfaction </li></ul><ul><li>Deming Prize Effective planning and implementing of a firms organization and operations </li></ul>
    10. 10. Categories of the Deming prize The Deming Prize for Individuals For individuals or groups Given to those who have made outstanding contributions to the study of TQM or statistical methods used for TQM, or those who have made outstanding contributions in the dissemination of TQM The Deming Distinguished Service Award for Dissemination and Promotion (Overseas) For individuals whose primary activities are outside Japan Given to individuals who have made outstanding contributions in the dissemination and promotion of TQM. Examination will be carried out every 3-5 years. The Deming Application Prize For organizations such as companies, institutes, divisions of organizations, operational business units and headquarters office (organization, hereafter) An annual award presented to a company that has achieved distinctive performance improvements through the application of Companywide Quality Control (CWQC)
    11. 11. Companywide Quality Control (CWQC) <ul><li>A system of activities to assure that the quality products and services required by customers are economically designed, produced and supplied while respecting the principle of customer </li></ul><ul><ul><li>Market research </li></ul></ul><ul><ul><li>Research and development </li></ul></ul><ul><ul><li>Design </li></ul></ul><ul><ul><li>Purchasing </li></ul></ul><ul><ul><li>Production </li></ul></ul><ul><ul><li>Inspection and sales </li></ul></ul>
    12. 12. Qualification <ul><li>Who qualifies </li></ul><ul><li>Deming Application Prize </li></ul><ul><li>How to apply </li></ul><ul><li>How to win </li></ul>
    13. 13. Who Qualifies <ul><li>Award available to individuals and organizations, whereas others do not (such as Baldrige only for organizations) </li></ul><ul><li>Deming Prize for Individuals available every year. </li></ul>
    14. 14. Deming Application Prize <ul><li>No limit to winners </li></ul><ul><li>Annually presented to companies that show improvement in the field of total quality management </li></ul><ul><li>No industry barrier </li></ul><ul><li>Divisions of a company </li></ul>
    15. 15. How to Apply <ul><li>A firm examines itself based on these viewpoints: </li></ul><ul><ul><li>How well you implement TQM </li></ul></ul><ul><ul><li>No unnecessary rules and regulations </li></ul></ul><ul><ul><li>Understands and used TQM and statistical thinking </li></ul></ul><ul><ul><li>Examination of production and non-production divisions of firm tested the same way </li></ul></ul>
    16. 16. How to Apply <ul><li>Based on a 100 point scale </li></ul><ul><ul><li>Executive Session must be 70% or higher </li></ul></ul><ul><ul><li>Examined Session must be 50% or higher </li></ul></ul><ul><ul><li>Company Average must be 70% or higher </li></ul></ul>
    17. 17. How to Win <ul><li>The following viewpoints are used to determine if the company should receive the prize. </li></ul>
    18. 18. How to Win <ul><li>1.Based on clear management leadership, management principles, type and scope of industry, and business environment, applicant has established business objectives that are challenging and customer oriented. </li></ul>
    19. 19. How to Win <ul><li>2. TQM must be implemented properly in the viewpoint 1 mentioned previously, while achieving company goals and strategies. </li></ul><ul><li>3. Outstanding results obtained for business objectives and strategies as an outcome of viewpoint 2, in the manner stated in viewpoint 1. </li></ul>
    20. 20. Winners <ul><li>More than 150 companies have won a Deming prize, including the 7 largest Japanese industrial corporations. </li></ul><ul><li>Winners of the Deming Prize for individuals have been Japanese as of 1999 </li></ul><ul><li>Majority of Deming Application Prize winners also Japanese firms until the last decade. </li></ul>
    21. 21. Winners <ul><li>Some companies </li></ul><ul><ul><li>Toyota Motor company </li></ul></ul><ul><ul><li>Microcomputer system </li></ul></ul><ul><ul><li>Shimizu construction company </li></ul></ul><ul><ul><li>Kansai electric power company </li></ul></ul><ul><li>U.S. winners: </li></ul><ul><ul><li>AT&T Power Systems </li></ul></ul><ul><ul><li>Lucent Technology Power Systems </li></ul></ul>
    22. 22. Summary <ul><li>The Deming Prize was created in 1951 by the Japanese Union of Scientist and Engineers. For commemorating Dr. Deming and recognizing those with outstanding quality management. </li></ul><ul><ul><li>Deming Prize available for individuals and firms in any field. Scoring for winners are on a 100 point scale. </li></ul></ul>
    23. 23. reference <ul><li> </li></ul><ul><li>Managing Quality : An integrative approach by Foster, P. 81-83 </li></ul><ul><li>the management and control of quality, 4th edition, james r. evans, william m lindsay (1999) </li></ul><ul><li>Operations management by William Stevenson p 418 </li></ul>