W. Edwards Deming was an American statistician who is considered the Father of Quality Evolution, revolutionizing manufacturing in Japan in the 1950s by training engineers in statistical process control and quality control which emphasized continuous improvement and building quality into products from the start. Deming developed the influential 14 Points of Management which focused on empowering workers, reducing fear, and eliminating quotas in favor of continual process improvement, transforming Japanese companies like Toyota and greatly contributing to Japan's post-WWII economic recovery. Deming's work established the foundations of modern quality management and improvement practices that are still widely used today.

1. The Father of Quality Evolution
By: David Hey

2. Who is he?
 American statistician, professor, lecturer, and
consultant
 Lived: Oct. 14, 1900-December 20 1993
 Expert in the field of quality control, process control
and productivity management
 Best known for his work in Japan in the 1950’s,

3. Reinventing Manufacturing in
Japan
 Trained hundreds of engineers, managers, and
scholars in statistical process control and quality
control
 Basic concept:
 Increased quality reduces re-work of products
 Less re-work means less expenses
 Less expenses means more market share
 Helped companies like Toyota make high quality and
inexpensive products
 Led to the massive success of many Japanese
manufacturing companies

4. Deming’s 14 Points of
Management
1. Create and communicate to all employees a statement of the aims and purposes of the company.
2. Adapt to the new philosophy of the day; industries and economics are always changing.
3. Build quality into a product throughout production.
4. End the practice of awarding business on the basis of price tag alone; instead, try a long-term
relationship based on established loyalty and trust.
5. Work to constantly improve quality and productivity.
6. Institute on-the-job training.
7. Teach and institute leadership to improve all job functions.
8. Drive out fear; create trust.
9. Strive to reduce intradepartmental conflicts.
10. Eliminate exhortations for the work force; instead, focus on the system and morale.
11. (a) Eliminate work standard quotas for production. Substitute leadership methods for
improvement.
(b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes, and
how to improve them.
12. Remove barriers that rob people of pride of workmanship
13. Educate with self-improvement programs.
14. Include everyone in the company to accomplish the transformation.

5. “The aim of leadership should be to improve the performance of man and
machine, to improve quality, to increase output, and simultaneously bring pride
of workmanship to the people” –W. Edwards Deming (Out of the Crisis)
Looking Closer at the 14 Points
 Empowering the worker
 Making them a part of the decision process
 Giving them small chances to lead
 Fostering a trusting, safe environment
 Makes manager “Team-Leader”
 Manager comes up with vision and strategy, empowers
subordinates to fulfill it
 Manager then has self motivated workers and can focus
on quality/process improvement not motivating workers

6. Deming’s Concept of
“Transformed” Managers
 Deming believed that management in the US needed
to be rebuilt from the ground up, and was the reason
US was making inferior products
 Believed ideal managers (leaders) would:
 Set an example
 Be a good listener, but will not compromise
 Continually teach other people
 Help people to pull away from their current practices
and beliefs and move into the new philosophy without a
feeling of guilt about the past

7. Accomplishments and Awards
 Awarded Second Order Medal of Sacred Treasure in 1960
by the emperor of Japan for his work in Japan
 Won the Shewhart Medal for Quality Control in 1956
 Won the Samuel S. Wilks Award form the American
Statistical Association
 Now has his own award named after him, the Deming Prize
 Given to companies for improvement of quality and
productivity
 Revitalized Japan’s post WWII manufacturing capabilities
 Provided the basis for quality improvement for the next 50
years

8. A Long Lasting Effect
 The most prevalent and commonly used idea today is
the Deming Cycle
 Was adapted by Motorola in 1983 to create the Six
Sigma business strategy
 Improves quality by removing causes of defects, and
minimizing variability
 Widely used in manufacturing and service
environments such as hospitals today

9. Question to Class
 Deming believed that American management needed
a complete change in perspective, rebuilding from the
bottom up.
 Do you see the leadership of RPI calling for a
redefinition or change of the school’s identity or
vision?