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DEMINGS APPROACH
WE HAVE LEARNED TO LIVE IN A WORLD OF MISTAKES & DEFECTIVE PRODUCTS AS IF THEY WERE NECESSARY TO LIFE. IT IS TIME TO ADOPT A NEW PHILOSOPHY IN AMERICA.
INTRODUCTION
known as the father of the Japanese postwar industrial revival leading quality guru in the United States. Trained as a statistician, his expertise was used by US during World War II to improve the quality of war materials. After WW II he was invited to Japan to shift the perception of world about Japanese products
Japan showed the results in just 4 years Later he became a revered counselor for Japan and was later awarded the Second Order of the Sacred Treasure by the former Emperor Hirohito. Japanese scientists and engineers named the famed Deming Prize after him His work is outlined in two books: Out of the Crisis and The New Economics, in which he spells out his System of Profound Knowledge.
W EDWARDS DEMING
customers
that boast about your product and
customers
service
customers
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
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.
'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 result of long-term relationships is better and better quality, and lower and lower costs. "There is no substitute for knowledge. "You can expect what you inspect. Acceptable Defects: Rather than waste efforts on zero-defect goals Learning is not compulsory...neither is survival. He said Quality is no longer an option, but a positive requirement for any business to survive today. Quality now is not just about meeting certain specifications but implies meeting and exceeding customer expectations.
W. Edwards Deming
Focus on bringing about improvements in product and service quality by reducing uncertainty and variability in goods and services design and associated processes (the beginning of his ideas in 1920s and 1930s). Higher quality leads to higher productivity and lower costs.
.FIRST time.
2.
3.
The Deming cycle, or PDSA cycle, is a continuous quality improvement model consisting of a logical sequence of four repetitive steps for continuous
The PDCA cycle is also known as the Deming Cycle, or as the Deming Wheel or as the Continuous Improvement Spiral.
Act
Do
Check
PLAN
identifying problems required changes important results
Act
Do
Check
DO
Plan
Act
Do
Check
CHECK
check the achieved results assess the measurements anaylze the results
Plan
Act
Do
Check
ACT
Check
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.
Performance
Plan Act
Do
Check
Continuous improvement
Time
POINT 1:CREATE CONSTANCY OF PURPOSE FOR CONTINUAL IMPROVEMENT OF PRODUCTS AND SERVICE
Do
you
have
clear
goals
for
the
organization
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
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.
The leaders select the music, set the tone and insure that everyone is on board at every moment.
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
POINT 11: ELIMINATE QUOTAS AND NUMERICAL TARGETS SUBSTITUTE AID AND HELPFUL LEADERSHIP
POINT 12: REMOVE BARRIERS TO PRIDE OF WORKMANSHIP INCLUDING ANNUAL APPRAISALS AND MANAGEMENT BY OBJECTIVES
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
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
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.
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.
CONCLUSIONS
The problem areas of TQM implementation correctly identified by the proposed PDSA method.
The model allows tracking of TQM programs and departments that are substantially impacting the TQM implementation in the company.
Specific recommendations were proposed to bring about improvements in those least developed TQM programs.
SOURCES
Google books
Evans James R./ Lindsay, William M. The Management & Control of Quality, 7. Edition, Thomson South-Western, 2008 TSO Release, Control and Validation, 1.Edition, The Stationary Office, 2009 Kster, Dieter Marketing und Prozessgestaltung, 1.Auflage, Gabler, Wiesbaden
Other sources
Eissler, Ralf Qualittsmanagement, 1.Auflage, Konstanz http://www.balancedscorecard.org/thedemingcycle/tabid/112/default.aspx