Edwards Deming
W. Edwards Deming has been for forty years a consultant, with practice world wide. His clients include railways, telephone companies, carriers of motor freight, manufacturing companies, consumer research, census methods, hospitals, legal firms, government agencies, research organizations in universities and in industry. All the intercity motor freight in the United States and Canada, for example, is studied by statistical procedures prescribed and monitored by him. He is best known for his work in Japan, which commenced in 1950, and created a revolution in total quality management (TQM) and economic production.
Japanese manufacturers created in his honor the annual Deming Prize. In May 1960, the Emperor of Japan decorated him with the Second Order Medal of the Sacred Treasure.
The President of the United States awarded to him on 25 June 1987 the National Medal of Technology.
He is a member of the International Statistical Institute, an academy, and of a dozen other professional and scientific societies.
He was elected in 1986 into the National Academy of Engineering, and into the Science and Technology Hall of Fame in Dayton. In 1988, he received the award Distinguished Career in Science from the National Academy of Sciences.
He received his doctorate in mathematical physics from Yale University in 1928. A number of universities have awarded to him the degrees LL.D. and Sc.D., honoris causa: the University of Wyoming, Rivier College, the University of Maryland, Ohio State University, Clarkson College of Technology, Miami University, George Washington University, the University of Colorado, Fordham University, University of Alabama, Oregon State University, the American University, the University of South Carolina, Yale University, Muhlenberg College, Boston University. Yale University awarded to him the Wilbur Lucius Cross Medal. Rivier College awarded to him the Madeleine of Jesus Award.
He is the author of several books and 170 papers. His books include Out of the Crisis (Center for Advanced Engineering Study, Massachusetts Institute of Technology, 1986) and The New Economics (same publisher, 1993). He has been since 1946 Professor of Statistics at the Graduate School of Business Administration of New York University. He is also, from 1985, Distinguished Lecturer in Management at Columbia University. He has lectured in many universities in this country and abroad. His 4-day seminars have reached 10,000 people per year for over ten years.
Deming profound knowledge and expertise led him to develop the 14 Points for Management. These 14 points apply anywhere, to small organizations as well as to large ones, to the service industry as well as to manufacturing. They apply to a division within a company. The following is excerpted from Chapter 2 of Out of the Crisis.
The four elements of Profound Knowledge according to W. Edwards Deming are:
Source: deming.org
Japanese manufacturers created in his honor the annual Deming Prize. In May 1960, the Emperor of Japan decorated him with the Second Order Medal of the Sacred Treasure.
The President of the United States awarded to him on 25 June 1987 the National Medal of Technology.
He is a member of the International Statistical Institute, an academy, and of a dozen other professional and scientific societies.
He was elected in 1986 into the National Academy of Engineering, and into the Science and Technology Hall of Fame in Dayton. In 1988, he received the award Distinguished Career in Science from the National Academy of Sciences.
He received his doctorate in mathematical physics from Yale University in 1928. A number of universities have awarded to him the degrees LL.D. and Sc.D., honoris causa: the University of Wyoming, Rivier College, the University of Maryland, Ohio State University, Clarkson College of Technology, Miami University, George Washington University, the University of Colorado, Fordham University, University of Alabama, Oregon State University, the American University, the University of South Carolina, Yale University, Muhlenberg College, Boston University. Yale University awarded to him the Wilbur Lucius Cross Medal. Rivier College awarded to him the Madeleine of Jesus Award.
He is the author of several books and 170 papers. His books include Out of the Crisis (Center for Advanced Engineering Study, Massachusetts Institute of Technology, 1986) and The New Economics (same publisher, 1993). He has been since 1946 Professor of Statistics at the Graduate School of Business Administration of New York University. He is also, from 1985, Distinguished Lecturer in Management at Columbia University. He has lectured in many universities in this country and abroad. His 4-day seminars have reached 10,000 people per year for over ten years.
Deming profound knowledge and expertise led him to develop the 14 Points for Management. These 14 points apply anywhere, to small organizations as well as to large ones, to the service industry as well as to manufacturing. They apply to a division within a company. The following is excerpted from Chapter 2 of Out of the Crisis.
- Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
- Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
- Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
- End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
- Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
- Institute training on the job.
- Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
- Drive out fear, so that everyone may work effectively for the company (see Ch. 3).
- Break down barriers between departments. 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.
- Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
- Eliminate work standards (quotas) on the factory floor. Substitute leadership.
- Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
- Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
- Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (see Ch. 3).
- Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
The four elements of Profound Knowledge according to W. Edwards Deming are:
- Systems Thinking
- Understanding Variation
- Understanding Psychology: Human nature
- Theory of Knowledge
Source: deming.org