Dr.W.

EDWARD DEMING

Presented by,
Preethy Sara John,
S3 MBA
Quality: definition
Bergman and Klefsjö, 1994)

“The quality of a product

(article or service)
is its ability to satisfy
the needs and expectations
of the customers”
Quality: definition
(ISO 8402/ISO 9000)

“Quality is the totality of

features and characteristics
of a product or service
that bear on its ability to
satisfy stated or implied needs”
Principles of Total Quality

1. A focus on customers and stakeholders,

2. A process focus supported by continuous

improvement and learning, and

3. Participation and teamwork by everyone in the

organization
 Quality Gurus

W Edwards Deming
Joseph Juran
Philip Crosby
Shigeo Shingo
Kaoru Ishikawa
Yoshio Kondo
Taiichi Ohno
W Edwards Deming (1900-1993)
the key to quality: reducing
variation

 considered to be the Father of Modern Quality

W Edwards Deming
Electrical Engineering,University of Wyoming,

1921

PhD, Yale University

US census statistician, 1939/40

Teaching Shewhart methods, 1942

W Edwards Deming

 invited to Japan after the war ....

 Quality, Productivity and Competitive Position, 1982

 Out of the Crisis, 1982-86

 British Deming Association, Salisbury

W Edwards Deming
regarded by the Japanese as the chief architect
of their industrial success
“all processes are vulnerable to loss of quality
through variation: if levels of variation are
managed, they can be decreased and quality
raised”
quality is about people, not products
W Edwards Deming
Core element is the “management circle”
• planning
• do/implementation
• check/study
• action
• PDCA (or PISA) cycle
Continuous improvement (Kaizen)
• teamwork and competence in problem solving
 W Edwards Deming

 Out of the Crisis (1984)

• having a satisfied customer is not enough

• profit in business comes from

 repeat customers

 customers that boast about your product and service

 customers that bring friends with them

• necessary to anticipate customer needs

 Deming philosophy synopsis
 “Dr. W. Edwards Deming taught that by adopting appropriate principles of

management, organizations can increase quality and simultaneously reduce costs.The

key is to practice continual improvement and think of manufacturing as a system, not as

bits and pieces.”

 Dr. Deming's philosophy was summarized with the following 'a'-versus-'b' comparison:

Quality = Results of work efforts

Total Costs

 (a) When people and organizations focus primarily on quality, defined by the following

ratio, quality tends to increase and costs fall over time.

 (b)When people and organizations focus primarily on costs, costs tend to rise and

quality declines over time.

The Deming System of Profound
Knowledge
System of Profound Knowledge, consisting of four
parts:
Appreciation of a system: understanding the
overall processes involving suppliers, producers,
and customers (or recipients) of goods and
services
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
nature.
Dr. W. Edwards Deming’s
14 Points
Point 1:Create constancy of purpose
for continual improvement of products and service

Do you have clear goals for the organization communicated

to all employees?
Point 2:adopt the new philosophy created in
Japan

 How can everyone be empowered, feel a sense of

ownership and share in the company’s success?
Point 3:cease dependence on mass inspection
build quality into the product

 With everyone participating our goals are to deliver perfect quality

to our customers
Point 4:end lowest tender contract:
require meaningful quality along with price

We want to develop long term beneficial

relationships with our suppliers.
Point 5:improve constantly and forever every
process for planning, production and service

 At all levels, everyone should be involved in continuous

improvement activities every single day.
Point 6:institute modern methods of training on the job
for all, including management

 If all employees are learning and growing every day, competition will be
only a figment of our imagination.
 Point7:adopt and institute leadership aimed at helping
people do a better job

 The leaders select the music, set the tone and insure that
everyone is on board at every moment.
Point 8:drive out fear encourage effective two-way communication

 Ask your associates what they fear and then do whatever is

necessary to get rid of it.
Point 9:break down barriers between departments and staff areas
relationships

 Find ways to open communications between suppliers, customers and all

employees.
Point 10:eliminate exhortations for the workforce they only
create adversarial

 Value is placed on doing and demonstrating.

Point 11: eliminate quotas and numerical targets substitute aid
and helpful leadership

 The method is balancing technology with people’s needs and

aspirations and eliminating those non-value adding wastes.
Point 12: remove barriers to pride of workmanship including
annual appraisals and management by objectives

 Why come to work if it is not joyous?

Point 13:encourage education and self improvement for everyone
principles

 Ask and plan now for an ongoing continuous educational process to

help everyone become the best that they possibly can be.
Point 14:define top management permanent commitment to ever
improving quality and productivity and their obligation to
implement all these

 Ask Dr. Shingo would always say,

“DO IT!”
 Seven Deadly Diseases
 Deming identifies seven deadly diseases that cause the decline of American

industry.

 The "Seven Deadly Diseases" include:-

 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, fueled by lawyers who work for contingency fees
The Deming Cycle
The Deming Cycle
 The Deming cycle, or PDSA cycle, is a continuous
quality improvement model consisting of a logical
sequence of four repetitive steps for continuous
improvement and learning: Plan, Do, Study (Check)
and Act.
 The PDCA cycle is also known as the Deming
Cycle, or as the Deming Wheel or as the
Continuous Improvement Spiral.
Plan

The Plan stage is where it all begins. Prior to

implementing a change you must understand
both the nature of your current problem and how
your process failed to meet a customer
requirement.
Do

The Do stage is the implementation of the change.

Identify the people affected by the change and
inform them that you’re adapting their process
due to customer complaints, multiple failures,
continual improvement opportunity, whatever the
reason, it is important to let them know about the
change.
Study

The Study stage is where you’ll perform

analysis of the data you collected during the Do
stage. Measure the new processes and compare
the results against the expected results to
ascertain any differences.
Act
The answers from the Study stage define your
tasks for the Act stage.
Analyze the differences to determine their cause.
Benefits of the PDCA cycle
 daily routine management-for the individual and/or the team,

 problem-solving process,

 project management,

 continuous development,

 vendor development,

 human resources development,

 new product development, and

 process trials.
Deming's achievements
Contributions to Sampling
 Wrote one of the first books on survey sampling in 1950,
 One of the earliest writers to consider multiple factors that might
affect the quality of survey estimates
 Quality in sample surveys draws on many ideas from Deming's
work on quality improvement
Statistical Contributions to Business and Industry
 He was the leading analyst of data in the transportation industry.
 Deming was a powerful and tireless advocate for the use of
statistical methods and thinking for quality improvement in
business and industry.
Contributions to Management
 Developed and disseminated a theory of management (i.e., System
of Profound Knowledge) that contributed materially to improved
performance of enterprises in many countries,.
 Deming Prize
 The Deming Application Prize

Given to companies or divisions of companies that have achieved distinctive performance

improvement through the application of TQM in a designated year.

 The Deming Prize for Individuals

Given to individuals who have made outstanding contributions to the study of TQM or

statistical methods used for TQM, or individuals who have made outstanding contributions

in the dissemination of TQM.

 The Quality Control Award for Operations Business Units

Given to operations business units of a company that have achieved distinctive

performance improvement through the application of quality control/management in the

pursuit of TQM in a designated year.

Current Winner - 2010

Brent C. James, Institute for Health Care

Delivery Research, "Better: Dr. Deming
Consults on Quality for Sir William Osler"
 Awards and Honours

 In 1960, the Emperor of Japan bestow on Dr. Deming the

Second Order Medal of the Sacred Treasure.
 In 1956, American Society for Quality Control awarded him
the Shewhart Medal
 In 1983, Dr. Deming received the Samuel S. Wilks Award
from the American Statistical Association and election to the
National Academy of Engineering.
 In 1987, President Reagan honored him with the National
Medal of Technology.
 In 1988, the National Academy of Sciences lauded him with
the Distinguished Career in Science award.
 In 1991, he was inducted into the Automotive Hall of Fame.
"By what method?... Only the method counts."

-W.Edward Deming.