Dr. W. Edward Deming


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Dr. W. Edward Deming

  1. 1. Apparel Quality Management Dr. W. Edward Deming Anish Raj Seemta Choudhary Varun Sanadhya DFT-V
  2. 2. M. Edward Deming  was an American statistician, professor, author, lecturer, and consultant  Born: October 14, 1900, Sioux City, Iowa, United States  Died: December 20, 1993 Awards: National Medal of Technology and Innovation, Shewhart Medal, Wilks Memorial Award  Education: Yale University, University of Wyoming, University of Colorado at Boulder, Deming received his electrical engineering degree from the University of Wyoming and his Ph.D. in mathematical physics  Best known for the Plan Do Check Act
  3. 3. Early life and work  He was introduced to Walter shewhart at bell       laboratories in 1927. He found great inspiration in works of Shewhart Shewhart's idea of common and special causes of variation led directly to Deming's theory of management. Deming saw that these ideas could also be applied processes by which enterprises are led and managed. This key insight made possible his enormous influence on the economics of the industrialized world after 1950. Shewhart had an "uncanny ability to make things difficult." Deming thus spent a great deal of time both copying Shewhart's ideas and devising ways to present them with his own twist. taught statistical process control (SPC) techniques to workers engaged in wartime production during WW2.
  4. 4. Japan and Deming  Statistical quality control was introduced in Japan by      W. Edwards Deming, a Deming‟s work on statistical quality control was largely overlooked until it quickly revolutionized Japan‟s industry in the 1950‟s, leading to an event commonly known as Japan‟s “Post-War Economic Miracle.” Japan‟s economic growth was based on the realization of Deming‟s theories and the profound increase in the quality of Japan‟s manufactured goods. Japan‟s top corporations still maintain a reputation for high quality products. Considered a Hero in japan.
  5. 5. Japan and Deming  In 1957 , he was invited by JUSE.  JUSE member sought an expert to teach Statistical quality     control. From June–August 1950, Deming trained hundreds of engineers, managers, and scholars in statistical process control (SPC) and concepts of quality He also conducted at least one session for top management. A number of Japanese manufacturers applied his techniques widely and experienced heretofore unheard-of levels of quality and productivity. The improved quality combined with the lowered cost created new international demand for Japanese products. Deming declined to receive royalties from the transcripts of his 1950 lectures, so JUSE's board of directors established the Deming Prize (December 1950) to repay him for his friendship and kindness.
  6. 6. Later work in US  Deming continued running his own consultancy business in the United States.  In 1980, he was featured prominently in an NBC TV documentary titled If Japan can... Why can't we?  Ford Motor Company was one of the first American corporations to seek help from Deming.  In 1982, Deming's book Quality, Productivity, and Competitive Position was published by the MIT Center for Advanced Engineering, and was renamed Out of the Crisis in 1986
  7. 7. Concepts Concepts associated with his approach include: 1. 14 Points 2. 7 Deadly Diseases 3. Deming cycle (Plan-do-check-act) 4. System of Profound Knowledge
  8. 8. Total Quality Management  The American statistician Edward Deming developed the revolutionary concept, now commonly referred to as TQM.  “Zero Defect" production, concept of TQM.  The basic four cornerstones of Deming's TQM include  customer focus,  continuous improvement,  defect prevention and  the importance of sharing quality responsibilities.  Teamwork and team effort .
  9. 9. 1.Deming’s 14 Points on Total Quality Management First presented in his book Out of the Crisis: 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 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.
  10. 10. 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. (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. 11. Remove barriers that rob people of pride of workmanship 12. Educate with self-improvement programs. 13. Include everyone in the company to accomplish the transformation.
  11. 11. Deming Cycle or PDCA Deming is perhaps best known for the "Plan-DoCheck-Act" cycle.
  12. 12. 2.The Deming cycle or PDCA Cycle Plan: Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured. Do: Implement the change on a small scale and measure the effects. Check: Study the results to learn what effect the change had. Act: Adopt the change as a permanent modification to the process, or abandon it.
  13. 13. 3. The Deming System of Profound Knowledge     Deming advocated that all managers need to have this, consisting of four parts: Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below); Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements; Theory of knowledge: the concepts explaining knowledge and the limits of what can be known. Knowledge of psychology: concepts of human
  14. 14. 4. Seven Deadly Sins  Lack of constancy of purpose  Emphasis on short-term profits  Evaluation by performance, merit rating, or annual     review of performance Mobility of management Running a company on visible figures alone Excessive medical costs Excessive costs of warranty, fuelled by lawyers who work for contingency fees
  15. 15. Deming Chain Reaction Improve Quality Costs decrease because of less rework and mistakes Productivity improves Capture market with better quality and lower price Stay in business and provide more jobs
  16. 16. Deming philosophy synopsis  The philosophy of W. Edwards Deming has been summarized as follows:  “Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.”  In the 1970s, Dr. Deming‟s philosophy was summarized by some of his Japanese proponents with the following „a‟-versus-‟b‟ comparison: (a) When people and organizations focus primarily on quality, defined by the following ratio, quality tends to increase and costs fall over time. (b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines
  17. 17. Some of his wise words :  “There is no substitute for knowledge”  “In God we trust; all others must bring data”  “The most important things cannot be measured”  “The most important things are unknown or unknowable”  “Experience by itself teaches nothing”  “The problem is at the top; management is the problem”
  19. 19. References  www.deming.edu  www.oqpf.com/links.html  www.deming.org  www.curiouscat.com/management/demingb.cfm  Research paper by Andrew mandel- http://bir.brandeis.edu/bitstream/handle/10192/92/ Mandel%20Thesis%202012.pdf?sequence=3