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Dr. William Edwards Deming
Transcript of Dr. William Edwards Deming
October 14, 1900 - December 20, 1993
“The Father of the Quality Evolution”
“The Father of the Third Phase of the Industrial Revolution”
A scholar and teacher for more than half a century
Published original papers, articles and books regarding varied interrelated subjects
o From statistical variance to systems and systems thinking, to human psychology
A trusted consultant to many business leaders, corporations and even governments around the world
His ideas have been compared to Copernicus, Darwin and Freud
Was on a tireless quest for “truth” and had a strong belief in “continual improvement”
Devoted to family, supportive of colleagues and friends
Trained as a physicist in University of Wyoming and the University of Colorado before receiving his PhD at Yale University in 1928
Was a student of Walter Shewhart
In 1946, led the formation of the American Society for Quality Control and became a professor of statistics in the Graduate School of Business Administration at New York University
Was tasked to help Japan with their 1951 census back in 1947
Was “discovered” in America in 1980
"There is no substitute for knowledge"
"The most important things are unknown or unknowable"
"It is wrong to suppose that if you can;t measure it, you can't manage it - that is a costly myth"
"Ranking is a farce. Apparent performance is actually attributable mostly to the system that the individual works in, not to the individual himself"
The Chain Reaction: Quality, Productivity, lower costs, capture the market
The Fourteen Points for transformation of Management
Create constancy of purpose for improvement of product and service.
Adopt the new philosophy.
Cease dependence on mass inspection.
End the practice of awarding business on price tag alone.
Constantly and forever improve the system of production and service.
Institute modern methods of training on the job.
Institute modern methods of supervision.
Drive out fear.
Break down barriers between staff areas.
Eliminate numerical goals for the work force.
Eliminate work standards and numerical quotas.
Remove barriers that hinder the hourly worker.
Institute a vigorous program of education and training.
Create a situation in top management that will push every day on the above points
Productivity viewed as a system
The Seven Deadly Diseases
1. Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.
2. Emphasis on short-term profits: short-term thinking (just the opposite from constancy of purpose to stay in business), fed by fear of unfriendly takeover, and by push from bankers and owners for dividends.
3. Evaluation of performance, merit rating, or annual review.
4. Mobility of management; job hopping.
5. Management by use only of visible figures, with little or no consideration of figures that are unknown or unknowable.
6. Excessive medical costs.
7. Excessive costs of liability, swelled by lawyers that work on contingency fees.
The Plan, Do, Study Act (PDSA) Cycle
it is an iterative four-step management method used in business for the control and continuous improvement of processes and products.
It is also known as the Deming circle/cycle/wheel, or plan–do–study–act (PDSA).
The Funnel Experiment
The System of Profound Knowledge
Deming advocated that all managers need to have what he called a System of Profound Knowledge, consisting of four parts:
1. Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below);
2. Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known.
Knowledge of psychology: concepts of human nature.
The Red Bead Experiment
The Father of Quality Evolution