#The Deming Chain Reaction# by SN Panigrahi
Dr. W. Edward Deming Chain Reaction explains how quality improvements can impact bottom line, help companies Stay in Business, Increase Profits, Benefits Society.
Reducing costs through process improvement, and at the same time improving productivity and product effectiveness allows a company to benefit from the positive chain reaction, Dr. Deming explained. The chain reaction lets you reward workers as the company prospers, instead of seeking to prosper on the backs of workers.
A document describing Dr Deming\'s 14 points of quality and showing how each point can be implemented within an IT department and a project effort to ensure quality
Phil La Duke makes this presentation to organizations that are trying to improve their safety subculture. For more information contact Mr. La Duke at 248,860.1086 or by emailing him at Pladuke@oe.com
#The Deming Chain Reaction# by SN Panigrahi
Dr. W. Edward Deming Chain Reaction explains how quality improvements can impact bottom line, help companies Stay in Business, Increase Profits, Benefits Society.
Reducing costs through process improvement, and at the same time improving productivity and product effectiveness allows a company to benefit from the positive chain reaction, Dr. Deming explained. The chain reaction lets you reward workers as the company prospers, instead of seeking to prosper on the backs of workers.
A document describing Dr Deming\'s 14 points of quality and showing how each point can be implemented within an IT department and a project effort to ensure quality
Phil La Duke makes this presentation to organizations that are trying to improve their safety subculture. For more information contact Mr. La Duke at 248,860.1086 or by emailing him at Pladuke@oe.com
What should a people-centric culture look like? George Saiz, current president and CEO of AME, shares insights on how you can approach that and gives examples of how employees have responded, including the development of a six pillar process to encompass the creation and sustaining of a people-centric culture. Hear how to equip your engaged employees with the tools of lean to achieve outstanding business results with examples of building A3 thinking into the DNA of the organization.
Every organisation embarks upon a journey of operational excellence. One listens to myriad evangelical presentations by consultants and practitioners,tries each method and finally ends up creating numerous flavours of the month. Here’s a take on demystifying the basics by putting into perspective the various popular methodologies available for some to adopt. This is an article written by me for Efficient Manufacturing.
Deeper thinking about what we've learned from Toyota, including using principles and rules, not tools. Posted by AME with permission from Jamie Flinchbaugh.
Your suggestion system can only work well if people feel involved and if you have workable structure. Veech gives guidance on achieving those objectives.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
Misra,D.C.(2009) Change Management For E Government 24.10.2009Dr D.C. Misra
This presentation deals with change management (CM) for e-government. It highlights various models of CM and lays emphasis on CM plan for e-government which should be part of an over-all e-business plan for e-government.
Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL
What should a people-centric culture look like? George Saiz, current president and CEO of AME, shares insights on how you can approach that and gives examples of how employees have responded, including the development of a six pillar process to encompass the creation and sustaining of a people-centric culture. Hear how to equip your engaged employees with the tools of lean to achieve outstanding business results with examples of building A3 thinking into the DNA of the organization.
Every organisation embarks upon a journey of operational excellence. One listens to myriad evangelical presentations by consultants and practitioners,tries each method and finally ends up creating numerous flavours of the month. Here’s a take on demystifying the basics by putting into perspective the various popular methodologies available for some to adopt. This is an article written by me for Efficient Manufacturing.
Deeper thinking about what we've learned from Toyota, including using principles and rules, not tools. Posted by AME with permission from Jamie Flinchbaugh.
Your suggestion system can only work well if people feel involved and if you have workable structure. Veech gives guidance on achieving those objectives.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
Misra,D.C.(2009) Change Management For E Government 24.10.2009Dr D.C. Misra
This presentation deals with change management (CM) for e-government. It highlights various models of CM and lays emphasis on CM plan for e-government which should be part of an over-all e-business plan for e-government.
Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL
Describe Deming’s 14 principles and Baldrige’s 11 core values
Compare and contrast principles vs. values.
Determine which speaks to higher quality; Deming or Baldrige, and why.
GIVE ETAILS OF ALL THE MAJOR TQM GURUS LIKE EMING, JURAN , ISHIQAWA, CROSBY AND THEIR CONTRIBUTIONS LIKE QUALITY CIRCLE , 14 DIMENSIONS OF QUALITY , QUALITY IS FREE, QUALITY TRIOLOGY
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
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Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
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Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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. 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. 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. 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. 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. 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. 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. 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. 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. Deming is perhaps best known for the "Plan-Do-
Check-Act" cycle.
Deming Cycle or PDCA
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. 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. 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. 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. 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. 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. 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