A presentation on Deming Philosophy by a group of students of Shyamoli Textile Engineering College Affiliated by Dhaka University.

1. Presentation on Deming Philosophy
Submitted by:
• Ananna Rahman (18/13)
• Md Naim Hasan Towhid (25/13)
• Sk. Asgar hosian (08/13)
• Abdullah Al bitar(09/13)
• Khondokar Hasanuzzaman (20/13)
• B.M. Tanimul Islam (06/13)
Submitted to:
Avik Kumar Dhar
Lecturer
Shyamoli Textile engineering College

2. About DR. William Edwards Deming
 Acknowledged American statistician, engineer,
professor, author, lecturer and management
consultant.
 His famous philosophy was first introduced by
his own written book called “Out of the crisis”.
 Post world war 2, the fallen economy of Japan
was mostly recovered by Deming Philosophy.
The philosophy was introduced within
1950-1960, named “Japanese post war
economic miracle”.
 He is called the father of TQM (Total Quality
Management).
DR. William Edwards Deming
Born: 14th
October, 1900
Died: 20th
December, 1993

3. Overall View
• 14 points
• Deming Cycle
• System of Profound knowledge
• 7 deadly Disease
• Deming Chain Reaction
• Synopsis

4. Deming’s Philosophy
1. Create constancy purpose for
improving products and services. 2. Adopt the new philosophy.
3. Cease dependence on inspection to
achieve quality.
4. End the practice of awarding
business.
5. Improve constantly and forever every
process for planning, production and
service.
6. Institute training on the job.
7. Implement leadership.
8. Drive out fear.
9. Breaks down barriers between staff
areas.
10. Eliminate slogans, exhortations and
targets for the work force.
11. Eliminate numerical quotas for
production and management for
objectives.
12. Remove the barriers that rob pride
and workmanship.
13. Implement education and self-
improvement.
14. Include everyone in the company to
accomplish the transformation.

5. Create constancy of purpose forimproving products
and services.
 Plan for quality in the long term
 Don’t just do the same things, find better
things to do.
Rule # 1

6. Adopt the new philosophy.
• Embrace quality throughout the organization.
• Create your quality vision and implement it.
Rule # 2

7. Cease dependence on inspection to achieve quality.
o Inspection are costly and unreliable – and
they don’t improve quality, they merely find a
lack of quality.
Rule # 3

8. End the practice of awarding business on the
basis of price tag alone.
 Look at suppliers as your partners in quality.
Encourage them to spend time improving their
own quality – they shouldn’t compete for your
business based on price alone.
Rule # 4

9. Improve constantly and foreverevery process for
planning, production and service.
 To improve quality and productivity, and thus
constantly decrease costs.
Rule # 5

10. Institute training on the job
 Build a foundation of common knowledge.
 Allow workers to understand their roles in
the“big plan”.
Rule # 6

11. Implement leadership
• Don’t apply supervise – provide support and
resources so that each stuff member can do
his or her best. Be a coach instead of a
policeman.
Rule # 7

12. Drive out fear
o Allow people to perform at their best by ensuring
that they’re not afraid to express ideas or
concerns.
o Make workers feel valued, and encourage them
to look for better ways to do things.
Rule # 8

13. Breakdown barriers between staff areas.
 People in research, design, sales and
production must work as a team, to
foresee problems of production and in
use that may be encountered with the
product or service.
Rule # 9

14. Eliminate slogans, exhortations and targets
forthe workforce
 Let people know exactly what you want –
don’t make them guess.
 Don’t let words and nice-sounding phrases
replace effective leadership.
Rule # 10

15. Eliminate numerical quotas forthe workforce
and management by objectives
 Look at how the process is carried out, not
just numerical targets.
 Measure the process rather than the people
behind the process.
Rule # 11

16. Remove the barriers that rob the pride and
workmanship
 This means, inter alia, abolishment of the
annual or merit rating and of management
by objective.
Rule # 12

17. Implement education and self-improvement
 Improve the current skills of workers.
 Encourage people to learn new skills to
prepare for future changes and challenges.
Rule # 13

18. Include everyone in the company to
accomplish the transformation
• The transformation is everybody's job.
• Improve your overall organization by having
each person take a step toward quality.
Rule # 14

19. Deming Cycle orPDCA Cycle
Plan: Plan is a Change to the process. Predict t
he 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.

20. 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 process of goods and
services involving suppliers, producers and
customers.
 Knowledge of Variation : Range and causes of variation in quality. Use of
statistical sampling in measurements.
 Theory of Knowledge : Concepts explaining knowledge and the limits of
what
can be known.
 Knowledge of Psychology : Concepts of human nature.

21. 7 deadly diseases
• 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.

22. Deming Chain Reaction

23. Deming Philosophy synopsis
The whole Philosophy is summarized as follows :
• He taught that An organization can increase quality and simultaneously reduce costs
by :
 Adopting Appropriate principles of management.
 Practice continual improvement.
 Think of manufacturing as a system not as bits and pieces.
• In the 1970s, Dr. Deming philosophy was summarized by some of his Japanese
proponents with the following ‘A” versus ‘B’ comparison:
(A) When people and organization focus primarily on quality defined by the following
ratio:
Quality =
• However, when people and organizations focus primarily on costs tend to rise and
quality declines over time