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Waldron W.Edward Deming

Presentation for A&S JHU/ISTE program
by

Thomas Waldron

on 4 August 2010

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Transcript of Waldron W.Edward Deming

W. Edwards Deming 1900 – 1993 "It is not enough to just do your best or work hard. You must know what to work on."- W. Edwards Deming Born in Iowa, but later moved to Wyoming in 1917. Graduated from Wyoming University Earned a M.S. in Physics and Mathematics from the University of Colorado He went on to earn his Doctorate in physics from Yale University His work gravities towards statistics and the use of statistics to improve the quality of manufactured products (SkyMark, 2010) Know best for his Fourteen Points. According to Andrea Gabor (1990), The Man Who Discovered Quality, “The Deming management philosophy emanates from a profoundly simple statistical observation about how processes work: All processes, Deming points out, are subject to some level of variation that is likely to diminish quality (p, 31-32).” Deming is credited for revolutionizing the management structure for Japanese automotive giant Toyota Motors. Later he was asked to do help restructure Ford, Xerox, and GM to improve product quality. Hence the Ford slogan Quality is Job #1 (Gabor, 1990). Deming business management philosophy was based on the need for worker/management cooperation to combat poor workmanship, service and poor attitudes. To achieve cooperation Deming promotes the Theory of Profound Knowledge. By improving the working environment by educating the worker and promoting a sense of pride in the work being done improves worker effectiveness in producing quality work (SkyMark, 2010). Establish Consistency of Purpose Improve consistently forever and for every system of production and service Eliminate numerical goals and quotas, including management by objective Drive out Fear so that everyone may work effectively for the company Institute Leadership End the practice of awarding business largely on the basis of price Break down the barriers between departments Institute training on the job Eliminate the annual rating or merit system Institute a vigorous program of education and self-improvement Eliminate slogans and exhortations Cease dependence on mass inspection Adopt the new philosophy Cooperation and Profound Knowledge SkyMark Corporation, (2010). Management Thought Leaders, Dr. W. Edwards Deming.
Retrieved from http://www.skymark.com/resources/leaders/deming.asp
Gabor, A. (1990). The Man Who Discovered Quality: How W. Edward Deming Brought the Quality
Revolution to America – The stories of Ford, Xerox, and GM. New York, NY: Times Books.
Profound Knowledge and Cooperative Systems W. Edward Deming was a pioneer in looking at organizations as a whole and not by its individual parts. His revisionary theory (Fourteen Points) to take long term perspectives and to recognize that quality is a never ending process has made its mark on the corporate world. Organization systems are not static nor are the management theories that try to define them. Today Deming’s Fourteen Points has been replaced by Ten-Sigma management at Ford, Xerox, and Shell. Create a structure in top management to accomplish the transformation Management must be committed to long term improvements at all levels. Stop depending on inspections to identify faulty products. Rely on skilled workers to identify problems as they appear. Slogans and exhortations encourage individuals to work harder rather than encourage the entire system to become a well-functioning system. Training and responsibility leads to pride in how a person does his job Rewarding success narrows the focus of workers and management to only achieve short term goals. Educate as many as possible in the organization to identify when the system is working or if it is showing a problem. Turn islands of self-interest into single landmasses with common objectives You get just what you pay for. Base your product on high quality materials for reliable sources Move toward Servant leadership Look for bad news! Bad news leads to improvement. Good news leads nowhere. Short term goals are easy to achieve and tend to have negative effects on the long term purpose. Constantly re-evaluate the needs and wants of the customer to stay ahead of the market. This requires every aspect of the company to cooperate with each other. Take a long term commitment to improve and invest in the systematic improvement of every function of the organization. Straight from the Source My take on it! The Fourteen Points Commandments
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