The Deming Prize was created in 1951 to recognize individuals and organizations that excel in quality management. It is awarded by the Japanese Union of Scientists and Engineers in honor of W. Edwards Deming, who pioneered quality management techniques. To qualify, applicants must demonstrate strong leadership and implementation of total quality management principles. The application process involves a rigorous self-examination across various quality criteria. Winners are selected based on clear goals, proper TQM implementation, and outstanding results that improve the business. The Deming Prize aims to drive continuous quality improvement.

1. Roadmap
To
The Deming Prize

2. What we will cover
• What is the Deming
Prize?
– Who is Dr. Deming?
• Deming Prize
– The Deming Prize
• Qualifying for the
Deming Prize
– Who qualifies
– Deming Application
Prize
– How to Apply
– How to win

3. Who was Dr. W. Edwards
Deming?
Dr. W. E. Deming was one of the world’s
leaders of Quality management.
Had great impact on American and
Japanese industries.
Based ideas on continuous improvement
1900 - 1994

4. History
Dr. Deming was in Japan giving lectures
on statistical process control and was
recorded for distribution and profit.
Funds were donated to JUSE

5. History
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.

6. History
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.

7. Deming Prize
• Policy
• Organization and
operations
• Collection and use
of information
• Analysis
• Planning for future
• Education and training
• Quality assurance
• Quality effects
• Standardization
• Control
Concentrates on :

8. Qualification
• Who qualifies
• Deming Application Prize
• How to apply
• How to win

9. Who Qualifies
• Award available to individuals and
organizations, whereas others do not
(such as Baldrige only for
organizations)
• Deming Prize for Individuals available
every year.

10. Additional information
• No limit to winners
• Annually presented to companies that
show improvement in the field of total
quality management
• No industry barrier
• Divisions of a company

11. How to Apply
• A firm examines itself based on these
viewpoints:
– How well you implement TQM
– No unnecessary rules and regulations
– Understands and used TQM and statistical
thinking
– Examination of production and non-
production divisions of firm tested the
same way

12. How to Apply
• Based on a 100 point scale
– Executive Session must be 70% or higher
– Examined Session must be 50% or higher
– Company Average must be 70% or higher

13. How to Win
• The following viewpoints are used to
determine if the company should
receive the prize.

14. How to Win
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.

15. How to Win
2. TQM must be implemented properly in the
viewpoint 1 mentioned previously, while
achieving company goals and strategies.
3. Outstanding results obtained for business
objectives and strategies as an outcome of
viewpoint 2, in the manner stated in viewpoint
1.

16. Winners
• Winners of the Deming Prize for individuals
have been Japanese as of 1999
• Majority of Deming Application Prize winners
also Japanese firms until the last decade.
• U.S. winners:
– AT&T Power Systems
– Lucent Technology Power Systems

17. Summary
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.
Deming Prize available for individuals and firms
in any field. Scoring for winners are on a 100
point scale.

18. W. Edwards Deming’s 14 Points
Create constancy of purpose towards improvement
of product and services.
Adopt the new philosophy. We can no longer live
with commonly accepted levels of delays,
mistakes, defective workmanship.
Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.
End the practice of awarding business on the basis
of price tag.
1)
2)
3)
4)

19. W. Edwards Deming’s 14 Points
Find problems. It is management’s job to work
continually on the system.
Institute modern methods of training on the job.
Institute modern methods of supervision of
production workers. The responsibility of foremen
must be changed from numbers to quality.
Drive out fear that everyone may work effectively
for the company.
5)
6)
7)
8)

20. Break down barriers between departments.
Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivity
without providing methods.
Eliminate work standards that prescribe numerical
quotas.
Remove barriers that stand between the hourly
worker and his right to pride of workmanship.
9)
10)
11)
12)
W. Edwards Deming’s 14 Points

21. Institute a vigorous programme of education and
retraining.
Create a structure in top management that will
push everyday on the above 13 points.
13)
14)
W. Edwards Deming’s 14 Points

22. DEMING PRIZE CRITERIA
The Examination Viewpoints (For all)
(1) Top Management Leadership, Vision,
Strategies
• Top management leadership
• Organizational vision and strategies

23. DEMING PRIZE CRITERIA
(2) TQM Frameworks
• Organizational structure and its operations
• Daily Management
• Policy Management
• Relationship to ISO 9000 and ISO 14000
• Relationship to the other management
improvement programs
• TQM promotion and operation

24. DEMING PRIZE CRITERIA
(3) Quality Assurance System
• Quality assurance system
• New product and new technology
development
• Process control
• Test, quality evaluation, and quality audits
• Activities covering the whole life cycle
• Purchasing, subcontracting, and distribution
management

25. DEMING PRIZE CRITERIA
(4) Mgmt Systems for Business Elements
• Cross-functional management and its
operations
• Quantity/Delivery Management
• Cost Management
• Environmental Management
• Safety, Hygiene, and Work Environment
Management

26. DEMING PRIZE CRITERIA
(5) Human Resources Development
• Positioning of "people" in management
• Education and training
• Respect for people's dignity
(6) Effective Utilization of Information
• Positioning of "information" in management
• Information systems
• Support for analysis and decision-making
• Standardization and configuration
management

27. DEMING PRIZE CRITERIA
(7) TQM Concepts and Values
• Quality
• Maintenance and improvement
• Respect for humanity
(8) Scientific Methods
• Understanding and utilization of
methods
• Understanding and utilization of
problem-solving methods

28. DEMING PRIZE CRITERIA
(9) Organizational Powers
• Core technology
• Speed
• Vitality

29. DEMING PRIZE CRITERIA
(10) Contribution to Realization of
Corporate Objectives
• Customer relations
• Employee relations
• Social Relations
• Supplier relations
• Shareholder relations
• Realization of corporate mission
• Continuously securing profits

30. DEMING PRIZE CRITERIA
The Examination Viewpoints
(For Senior Executives)
(1) TQM Understanding and Enthusiasm
(2) Top Management Leadership, Vision,
Strategies, and Policies
(3) Organizational Powers (Core Technology,
Speed, Vitality)
(4) Human Resources Development
(5) Corporate Social Responsibilities

31. Creating Culture Change:
The Roadmap to successful
Total Quality Management

32. Step 1: The Strategic Issues
1. Pursuing Excellence
 Quality is about attitude
 Gradual Process
 Requires commitment to constant
innovation
 Reject Stereotyped beliefs
 Having the answer- but doing nothing.

33. Step 1: The Strategic Issues
2. Total Quality
 Produce the best product and service
possible- through constant innovation
 Focus on maintaining the competitive edge
 Organization wide commitment to Quality
 Systematic use and application of QA, SPC
and QC
 Tailoring quality drives to the organization
 Doing it right first time, every time
 Includes Customer Care, JIT, etc.
TQM is a never ending process.

34. Step 1: The Strategic Issues
3. Costing Quality
 Measuring and understanding nothing
 Assess the Cost of Quality in non-
manufacturing like rework, cost of
inspection, cost of prevention
 The impact of total Quality
 Making the Quality Manager redundant
 Moving from rework to prevention
 TQM is not cost-cutting
Establish the linkage between
Strategic Goals and TOTAL QUALITY

35. Step 2: Managing the Transition
to TQM
4. TQM is Behavioral Change
 Being Self critical
 Encourage Preventive and if required
Corrective Action
 Remember words and workshops change
nobody
 Resistance to total quality
 Be patient.
 Assess the readiness through
organizational values and culture

36. Step 2: Managing the
Transition to TQM
5. Managing Cultural Change
 Choose your culture and create it through
Leading by Example
 Make your culture people-oriented
 Challenge outmoded systems & procedures
 Imbibe new values
 Make the transition comfortable
Change everything we do.

37. Step 2: Managing the
Transition to TQM
6. Total Quality Leadership: Leading by
Example
 Top Management Commitment- MUST and
it should be reflected down the line
 Model the way you want others to behave
 Lead and achieve through people
 Inspire, Visualize, Enable, Encourage
People to achieve results
 Celebrate, Recognize and Share Success

38. Step 2: Managing the
Transition to TQM
7. How to Avoid The Pitfalls
 Define the role of an internal change agent
 Accountability to change the culture is at the
TOP
 Ownership for implementation must be
shared between internal people and
outsiders
 Effectively utilize transformational leaders
 Treat Suppliers as Partners
Focus on External as well as
Internal Customers

39. Step 3: Features of TQM Drives
8. Meeting Customer Requirements
 Workout the Customer/Supplier
Relationship within and outside the
organization
 Identify Customers Requirements
 Strengthen the relationship between
Customers and Suppliers (External as well
as Internal)

40. 9. Error Prevention
 Right first time is a standard of
performance- Error free work
 Fool proofing
 Implement improvement- don’t kill
them with talking
 Everybody is his own inspector
Step 3: Features of TQM
Drives

41. 10. Taking Preventive Action
 As an alternative to fixing things
 Remember that most problems are
predictable and many are recurring
 Develop a long-term solution
 Focus on process than structure
 Adopt Logical as well as Creative approach
to problem solving
 Taking action
 Communication and information
Step 3: Features of TQM
Drives

42. 11. Team Building and Participation
 Achieving results through others
 Employee involvement through Theory Y
Leaders
 Move from Telling Culture to Listening
Culture
 Reject the ‘us and them’ attitude
 Remember that the person operating the
machine knows best about the machine.
 Institutionalize career development for
employees – Promote, Value and Reward
Horizontal as well as Vertical Career
Progression
Step 3: Features of TQM
Drives

43. 12. You can’t let them loose until you have
given them the best Training you can…..
 First learn how people learn, then develop
training initiatives
 Training should also include addressing
training attitudes
 Manage the learning environment
 Line managers should reinforce TQM
Behavior in day-to-day working
 Design your own program and ensure it
meets your requirement
Step 3: Features of TQM
Drives

44. 13. Readiness for Change
 Tailor made the TQM program
 Conduct feasibility study, Quality audits,
and Departmental purpose analysis
 Equal devotion from manufacturing as well
as non-manufacturing areas
 Encourage being Self-critical
 Encourage suggestions
 Publicize the effort
 Integrate TQM with other organizational
systems
Step 4: Continuous Improvement

45. 14.Implementation Change and Review
 Define criteria for review
 Monitor the progress
 Learn from failures
 Share success and information
Step 4: Continuous Improvement

46. Do’s
 Education and training
 Fool proofing
 Quality Circles
 Communication
 Automation
 Measure and Display
 Quality in all areas
 Long-term planning
Summarizing the TQM Philosophy

47. Focus on
 Organization Structure
 Horizontal Management
 Loving your people
 Cultural Change
 Quality of Working Life
 Developing Partnerships
 Leadership
 Change Management
 Customer led strategies, rather than Products
Moving Towards the Philosophy