Edward Deming


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Edward Deming

  1. 1. Dr. W.EDWARDS DEMING - Symbol of Japanese Quality Revolution Presented by SREELAKSHMY G MTP, MBA, ASIET Prof. Nimal C Namboodiripad
  2. 2. BIOGRAPHY • William Edwards Deming was born in Sioux City, Iowa on 14 October, 1900 to William Albert Deming and Pluma Irene Edwards. • In 1917, he enrolled in the University of Wyoming at Laramie. In 1921 he graduated with a B.S. in Electrical Engineering. In 1925, he received an M.S. from the University of Colorado and in 1928, a Ph.D. from Yale University. The graduate degrees were in mathematics and mathematical physics. • Dr. Deming died at his home on 20 December 1993.
  3. 3. HONORS • Taylor Key Award, American Management Association, 1983. • Recipient of the Shewhart Medal for 1955, from the American Society for Quality Control. • Elected Most Distinguished Graduate from the University of Wyoming in 1972. • Elected in 1983 to the National Academy of Engineering. • Recipient of the Samuel S. Wilks Award from the American Statistical Society in 1983.
  4. 4. QUOTES•. “It is not enough to do your best; you must know what to do, andthen do your best.”• “You can not inspect quality into the product; it is already there.”• “It does not happen all at once. There is no instant pudding.”• “If you stay in this world, you will never learn another one.”• “Does experience help? NO! Not if we are doing the wrong things.”
  5. 5. CONTRIBUTIONS TO MANAGEMENTHe is called the father of Total Quality Management. He said thatquality is not just the purview of the production department but thewhole organisation.• Fourteen Principles of Management• Seven Deadly Principles• Deming Wheel- PDCA Cycle
  6. 6. FOURTEEN PRINCIPLES OF MANAGEMENT1. Create constancy of purpose towards improvement of product and service.2. Adopt the new philosophy.3. Cease dependence on inspection to achieve quality.4. End the practice of awarding business on the basis of price tag.5. Improve constantly and forever the system of production and service (KAIZEN)6. Institute modern methods of training.7. Institute leadership.
  7. 7. 8. Drive out fear.9. Break down barriers between departments.10. Eliminate slogans, exhortations, and targets for the work floor11a. Eliminate work standards (numerical quotas) on the factory floor.11b. Eliminate management by objective.12. Remove barriers to pride in workmanship.13. Institute a vigorous program of education and self- improvement.14. Put everybody in the company to work to accomplish the transformation.
  8. 8. SEVEN DEADLY PRINCIPLES1. Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.2. Emphasis on short-term profits: short-term thinking fed by fear of unfriendly takeover, and by push from bankers and owners for dividends.3. Personal review systems, or evaluation of performance, merit rating, annual review, or annual appraisal, by whatever name, for people in management, the effects of which are devastating. Management by objective, on a go, no-go basis, without a method for accomplishment of the objective, is the same thing by another name. Management by fear would still be better.
  9. 9. 4. Mobility of management; job hopping.5. Use of visible figures only for management, with little or no consideration of figures that are known or unknowable.6. Excessive medical costs.7. Excessive costs of liability.
  10. 10. DEMING WHEEL- PDCA CYCLE• It was originally developed by Walter Shewhart, but was popularized byEdward Deming.• It is an effective continuous improvement technique.• It is a model for testing ideas.
  11. 11. DEMING PHILOSOPHY SYNOPSISThe philosophy of W. Edwards Deming has been summarized as follows,"Dr. W. Edwards Deming taught that by adopting appropriate principles ofmanagement, organizations can increase quality and simultaneously reducecosts (by reducing waste, rework, staff attrition and litigation whileincreasing customer loyalty). The key is to practice continual improvementand think of manufacturing as a system, not as bits and pieces."
  12. 12. In the 1970s, Dr. Demings philosophy was summarized by some of hisJapanese proponents with the following a-versus-b comparison:(a) When people and organizations focus primarily on quality, defined bythe following ratio, QUALITY = Results of work efforts Total Costsquality tends to increase and costs fall over time.(b) However, when people and organizations focus primarily on costs(often dominant/typical human behavior), costs (due to not minimizingwaste, ignoring amount of rework occurring, taking staff for granted, notrapidly resolving disputes, and failing to notice lack of productimprovement—plus, over time, loss of customer loyalty) tend to rise andquality declines over time.
  13. 13. THE DEMING SYSTEM OF PROFOUNDKNOWLEDGE Deming advocated that all managers need to have what he called a System of Profound Knowledge, consisting of four parts:1. Appreciation of a system : understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services;2. Knowledge of variation : the range and causes of variation in quality, and use of statistical sampling in measurements;3. Theory of knowledge : the concepts explaining knowledge and the limits of what can be known.4. Knowledge of psychology : concepts of human nature
  14. 14. CONCLUSIONThe ideas of W. Edwards Deming may seem common or obviousnow, theyve become embedded in our work culture ; however it wasrevolutionary at the time he propounded it. Dr. Demings ideas (andpersonal example) of hard work, sincerity, decency, and personalresponsibility, forever changed the world of management.
  15. 15. Source: http://en.wikipedia.org/wiki/W._Edwards_Deming